Organization Study

Chapter 1
INTRODUCTION
1.1 Introduction
The organisational study encompasses the systematic and careful application of knowledge
about how people act within organisations. Organisational study is a vital part in the integration
of theoretical knowledge and practical analysis of them in a realistic industrial environment. It
includes the integration of various disciplines such as industrial and organisational psychology,
organisational behaviour, human resources and administration, in addition to the analysis of
industry and organisation.
The main intention of two months of organisational study and internship is to obtain an
organisational familiarisation and an occupational exhibition in each functional department. As
part of the program, the organisational study and internship were carried out in the Human
Resources Department of Kalpataru Power Transmission Ltd, head office, Gandhinagar,
Gujarat. This provided me with a platform to work closely with professionals and develop
knowledge, skills and experience in this domain. The projects and studies on Learning and
Development (L&D), which are included in the category of Talent Management, received
special attention during this study of practices and practices.
Kalpataru Power Transmission Limited is an engineering, procurement and construction (EPC)

contracting company. The Company manufactures metal frameworks or skeletons for
construction and parts, such as towers, masts, trusses and bridges. Its segments include
Transmission & Distribution, Infrastructure EPC and Others. Its transmission and distribution
business consist of transmission domestic, transmission international and power distribution.
Its Infrastructure EPC segment includes cross country oil and gas pipeline laying, and railway
EPC business of the Company. Its other segment is engaged in the generation and sale of power
produced from over two biomass-based power generation plants in Rajasthan. It offers
solutions in the field of power transmission, infrastructure and asset creation. It has interests in
power transmission and distribution, oil and gas pipeline, railways, infrastructure development,
civil contracting and Agri-commodity (post-harvest) logistics.
Berchmans Institute of Management Studies 1

1.2 Scope of Study

The scope of the study is limited to understanding the organisation structure, process and
function of various department, understanding the competitors and SWOT analysis. The
internship focuses on the specific department chosen for associating in a day to day basis for
the stipulated time period. Department specific study in the concerned department deals with
the functions and objectives, structure and decision-making processes, competencies and
KRA’s. The study included the Organisation, its functionalities, Distributers and Dealers and
other stakeholders. It also included a study at the plant locations in and around Gandhinagar,
Gujarat that helped in understanding the work environment, policies and procedures of the
organisation.
1.3 Period of Study

The organisational study cum internship was done at Kalpataru Power Transmission Limited,
Head Office, Gandhinagar, Gujarat for a period of two months, from 06nd May 2019 to 29th
June 2019.
1.4 Objectives of the study

The objectives are:
• Carry out a general study of the organisation, its main functional areas.
• Understand -key processes in the Human Resources department.
• Relate theory to practice.
• Study on business organisation and its environmental factors.
• Identify the Key result area.
• Identify the key aspects of the functional department of Human Resource Department.
• Gain familiarity of Human resource departmental functions by being on the job as assigned
1.5 Methodology
The organisation study and internship envisage to have an exposure in the industry and to
understand the functions of the various departments of the organisation in addition, special
emphasis has been placed on the Human Resources Department. To understand how the

organisation works, discussion sessions were organised with department heads and project
teams. Data sources for my study include:
The following methods were used in the collection of data:
a. Personal communication: data was collected through personal communication with
executives, managers and operational employees of the organisation.
b. Observation method: the daily activities of the associates, the induction program, the visits
to the plants, the introduction to the R&D works, etc. were observed.
c. Annual Report of the company, which are published.
d. Magazines indicating the standard operating procedure.
e. Several official documents.
f. Some published research reports, books, magazines and articles.
g. Internet: company websites and internal portals, such as the “KPTL website”, along with
other government-authorised websites related to the industry
1.6 Limitations
• Limitations of this research was the wrong input data given by the applicants at the
time of filling of the form
• Confidentiality: The confidentiality of data which is needed to get more insights for
this research. Few information which was required for my study was confidential and
therefore it wasn’t revealed.
• Lack of availability of data: The biggest challenge of the study was unavailability of the
reliable and complete data. The employees were rated on seven different parameters by
their Sectional heads, HOD’s and BU heads but unfortunately, I was able to work only on
those data in which ratings were given only by the Sectional heads.
• The documents were labelled and sealed so that only authorised persons only had access to
view them. Therefore, it had some restrictions to obtain detailed information on the internal
process of each department.
• Heavy requirements and processes must be carried out before obtaining a validation of the
documents submitted for approval.
• Most of the study was surrounded by the human resources department.

Chapter 2
POWER TRANSMISSION & DISTRIBUTION INDUSTRY PROFILE
2.1 History
Electricity is the fastest-growing source of final energy demand and over the next 25 years it
continues to outpace energy consumption as a whole. According to government National
industrial classification by Ministry of Statistics and program implementation the Power and
transmission Industry is being segregated under Division 27 for Manufacture of electrical
equipment.
The power sector now attracts more investment as the generation mix changes to more of
renewables and aging infrastructure is upgraded. The electricity transmission market is
currently undergoing a major change with countries in pursuit of better efficiencies and more
suitability for wheeling renewable energy.
Several countries are upgrading their transmission lines to higher voltages in order to reduce
transmission losses. Technological changes and upgrades are also being made to make the
transmission systems more stable against the intermittent nature of renewable energy sources.
Besides, the advent of net metering for solar homes and coordinated charging of electric
vehicles is pushing utilities to align their new infrastructure with the possibility of bi-directional
flow of electricity. Increasing renewable power capacity has also heightened the need for
countries to interconnect their transmission systems in order to balance generation and demand
through export and import of electricity. This, in turn, has pushed the construction of higher
capacity interconnection lines. The global transmission line market grew from $12.3 billion in
2008 to $32.1 billion in 2014. During 2020–2025, the market size is estimated to soar from
$37.6 billion in 2020 to $78.1 billion in 2025.
2.1.1 Region-wise Outlook
The power sector in India witnessed an all-time high exponential growth during 2018-19. With
a total installed power generating capacity of 3,56,100 MW as of March 2019, India emerged
as the world’s 3rd largest electricity producer. Further, a total capacity addition of 58,384 MW
from conventional sources along with setting up of renewable power generation capacity of
175 GW has been envisioned for the period 2017-2022. In 2018-19 (up to Feb-19), the peak
demand touched a high of 177 GW against 164 GW in 2017-18, registering a growth of 7.8%.

The rising demand was met from higher generation by both thermal and renewable energy
plants. This is reflected in the improvement in thermal power PLF to 61.01% in 2018-19 as
against 60.67% in 2017-18, as well as 29.5% higher generation from renewable energy sources
on y-o-y basis. The successful implementation of directives along with growing policy-level
changes has led to the transformation of the power sector of India. The power sector in any
country has a crucial impact on its economic development and growth.
In recent years, the transmission segment has seen significant growth, which in turn has
increased the demand for power transformers. As of March 31, 2019, the total transmission
line length stood at 4,13,407ckm.
With almost 899 GVA of capacity, transformers at the 220 KV voltage and above accounted
for the highest share of 40% in the total transformer capacity. Central and private sector
transmission utilities have started adopting global practices for the development of
transmission line projects. A refurbishment of the transmission planning process is also under
way with the central regulator issuing regulations in this context. As a result, the transmission
segment is expected to witness a paradigm shift in terms of how projects are planned and
executed in the next few years.
2.1.2 Current Scenario
India's power transmission sector is mostly controlled by government – both the central and
various state governments and various institutions to work in the transmission sector. Till now,
with respect to the size of the sector, presence of private sector is negligible though the private
sector participation in power transmission is growing gradually with recent policy reforms. In
the central sector, the central transmission utility (CTU), known as the Power Grid Corporation
of India Ltd (PGCIL), is responsible for national and regional transmission planning while the
state sectors have separate State Transmission Utilities (STU).
Power transmission was opened to the private sector in 2010 with the award of the western
regional system strengthening to Reliance Infra and the east-north interconnection line to
Sterlite Energy. The CERC in 2011 ruled power transmission projects should be awarded
through competitive bidding like generation projects. Power Grid was the only company
operating in this area till then. The recently amended National Tariff Policy requires projects
apart from those of strategic importance, which are to be nominated to Power Grid, be

auctioned. Till now, Tala Transmission Project has been the biggest entry of private sector in
power transmission though based on public-private partnership.
Power distribution system is the last stage of electricity sector value chain as it provides power
generated in the power generating plants to the final consumers. The main function of an
electrical power distribution system is to provide power to individual consumer premises.
Distribution of electric power to different consumers is done with much low voltage level.
Power distribution in India has more presence of private sector than the transmission sector.
Until some time back, the State Electricity Boards (SEBs) used to handle the distribution
segment completely. But in last two decades power distribution in a few regions/areas,
particularly in large cities has been privatised, however the SEBs or the state DISCOMs are
still handling a large part of power distribution.
The sector has started receiving greater attention and investment with the restructuring of the
state electricity boards (SEBs). Several new initiatives have been introduced to reduce
aggregate technical and commercial (AT&C) losses along with a definitive regulatory
framework. Electricity Act 2003, National Electricity Policy 2005 and National Tariff Policy
2006 are important regulations governing the sector today with an aim to bring competition in
the sector and improve the services to the end consumers.
Indian government has also made heavy investments in the distribution sector through the Rajiv
Gandhi Grameen Vidyutikaran Yojna (RGGVY) (now replaced by Deendayal Upadhyaya
Gram Jyoti Yojana (DDUGJY) and Accelerated Power Development and Reforms Programme
(APDRP) during the Tenth Plan and has continued to extend the same in the Eleventh Plan as
well.
The aim of these programs is to provide access of electricity to all and bring down the AT&C
losses to a level of around 15% across the country. The various policies and regulations
introduced by the government are set to increase competition and bring about commercial
viability. Participation of private players into the Distribution Sector has also been encouraged
through various models such as Public Private Participation as in case of Delhi and Orissa and
more recently through input-based distribution franchisee models in Maharashtra, Madhya
Pradesh and Uttar Pradesh.
The bulk of power distribution in India consists of the erstwhile SEBs and is still state owned.
This state-owned power distribution continues to lose large sums of money every year as we
saw and have high AT&C losses. A key intent of the unbundling mandate of the Act was to

eventually privatise distribution in order to speed up their return to health. However, so far only
Delhi and Orissa have been privatised. Unlike telecom and airlines where competing private
entrepreneurs were brought in with good results, in case of power distribution the wires
business being of its nature a natural monopoly, the only way to bring in private enterprise
without duplication is by privatising the erstwhile state discoms as has been done in Delhi with
great success using a PPP model. It is now hoped that the Delhi experience and the outstanding
performance of the private distribution licensees of Mumbai, Kolkata, Ahmedabad and Surat
whose robust business model has been sustained over a century will lead to acceleration of
distribution privatisation in the country in the near future and open up huge investment
opportunities for both suppliers and utilities. Apart from reduction in AT&C losses, the desired
state for distribution is separation of “wires” and “supply”. “Wires” is a natural monopoly and
can be regulated. “Supply” on the other hand can be competitive thus bringing in lower tariffs
for consumers. Even wires can be further disaggregated into “ownership”, “operation”,
“O&M”, “Metering”, “and Billing” and be offered to different entities having these core
competencies. This is a development that will require legislative changes, as well as healthy
distribution systems as a precondition.
Utilities wishing to involve the private sector efforts in reducing distribution losses may either
go for privatisation of certain areas, or resort to franchise arrangement for services such as
metering, billing and revenue collection. The major cities, where distribution has been
privatised are Kolkata, Mumbai, Delhi, Greater Noida (UP), Ahmedabad, Surat and Orissa.
T&D losses in the cities managed by private companies are noticeably lower than the publicly
managed utilities. The reported loss levels in these cities in 2008 are: CESC Kolkata 14.3per
cent; AEC, Ahmedabad 11 per cent; NDPL, Delhi 18.5 per cent, CESC, Noida 8.0 percent
(only distribution losses). More recent experience suggests that initial results of the franchising
process in difficult areas with large scale power thefts like Bhiwandi in Maharashtra are
encouraging. UP decided to hand over distribution in Agra and Kanpur to a private company
on a franchise basis. The Agra system has been finalized and the Ahmedabad based company
Torrent has been awarded an input-based franchisee management contract of a kind described
below for Delhi. AT&C losses must be reduced to 15% in seven years.
It is obvious that in recent years’ considerable advance has been made in unbundling the system
and involving private players and economic incentives and disincentives in electricity markets.
But its weaknesses in terms of performance have been noted and while the islands of change
are now more than best practice cases, the momentum needs acceleration. Very recently the

Planning Commission has the following critical assessment; „A robust trading system is very
important for a free and fair competitive electricity market operation.
Though most of the supplies of electricity are under long term contracts, electricity is also
traded on a short-term basis. The volume of such trading has increased substantially and trades
are occurring at very high prices. The Unscheduled Interchanges (UI) mechanism, meant to
ensure grid discipline (described above: author’s insert), is being used by many state power
utilities as a trading platform and this is one of the reasons for trading at high rates. Trading of
power at high rates has a distortion effect since state utilities are paying very high prices for
such purchased power and not reflecting this in the tariff charged to consumers. This will lead
to large financial losses which will have negative consequences on the sector. This problem
needs to be tackled by state 12 governments on a priority basis. Ideally, surplus power available
with merchant plants should be sold to large consumers via open access. However, the open
access provision in the Electricity Act has not been effectively operationalised.
2.1.3 Market Size
The Indian electricity sector is undergoing a significant change that has redefined the
perspective of the industry. Sustained economic growth continues to drive demand for
electricity in India. The Indian Government's approach to achieving "Power for all" has
accelerated the addition of capacity in the country. At the same time, competitive intensity is
increasing both in the market and in supply (fuel, logistics, finance and labour). The total
installed capacity of power plants in India was 350.16 Gigawatt (GW) as of February 2019.
2.1.4 Investment Scenario
Between April 2000 and December 2018, the industry attracted US $ 14.18 billion in foreign
direct investment (FDI), which represented 3.48 percent of total FDI inflows into India.
Some of the main investments and developments in the Indian electricity sector are the
following:
• In November 2018, Renascent Power Ventures Pte Ltd acquired 75.01 percent of the stake
in Prayagraj Power Generation Company Limited (PPGCL) for US $ 854.94 million.
• In August 2018, Kohlberg Kravis Roberts & Co (KKR) acquired Ramky Enviro Engineers
Limited for a total of US $ 530 million.
• In April 2018, ReNew Power made the largest mergers and acquisitions agreement when it
acquired Ostro Energy for US $ 1,668.21 million.

2.1.5 Government Initiatives

The Government of India has identified the electricity sector as a key sector of focus to promote
sustained industrial growth. Some initiatives of the government of India to promote the Indian
electricity sector:
• As of September 2018, a draft amendment to the Electricity Act of 2003 was introduced. It
discusses the separation of content and transport, the direct transfer of benefits from the
subsidy, 24 * 7 The supply of energy is an obligation, the penalty for violation of PPA, the
configuration of the smart meter and the prepaid meters, together with the regulations
related to it.
• Ujwal Discoms Assurance Yojana (UDAY) was launched by the Government of India to
encourage the operational and financial change of the State Energy Distribution Companies
(DISCOMS), with the objective of reducing Technical and Commercial Added (AT & C)
losses to 15 percent in the fiscal year19.
• As of August 2018, the Ministry of New and Renewable Energy set maximum solar tariff
limits at Rs 2.50 (US $ 0.04) and Rs 2.68 (US $ 0.04) for developers using national and
imported solar cells and modules, respectively.
• The Government of India approved the National Policy on Biofuels - 2018, the expected
benefits of this policy are the health benefits, the cleaner environment, the generation of
employment, the reduction of the dependence on imports, the boost to investment in
infrastructure in rural areas and additional income for farmers.

2.2 Type of Companies
The classification of the transmission lines depends on its voltage and the length of the
conductor. The transmission line is the medium of transferring the power from the generating
station to the load centre. It is mainly classified into two types. The following figure will depict
the classification based on the products produced.
Transmission
Line
DC AC
Transmission Transmission
Line Line
Short Medium Long

Transmission Transmission Transmission
Line Line Line
Figure 1: Source: Internal magazine - Kalp Tarang

2.3 Business Model in Industry.
STEP 1 STEP 3
Bidding. Subcontract.
STEP 2 STEP 4
Tender. Completion of the Project.
Figure 2: Source: Internal magazine - Kalp Tarang
The business is to achieve customer satisfaction through, improved effectiveness in making

and selling of tyres asper the standards and requirements. The mostly used strategy includes
the Value Chain model and the Price per kilometre model (PPK).
Step 1: Bidding
Bidding models have been built to help bidders decide how to bid, to help auction designers
evaluate alternative rules and formats and to help detect collusion.

General: Indication of the will to buy or sell goods or services or to perform a task, at a specific
price and within a specific period.
Financial markets: the highest price at which prospective buyers are willing to buy
commodities, currencies or securities.
The Different Types of Auctions
Auctions are an efficient way to raise funds through the sale of items at the best possible price.
The sale price of the item is determined through a competitive bidding process. Some of the
most common types of auctions are live auctions, silent auctions and online auctions. The
distinction between these types of auctions comes from the action of bidders.
1. Live Auction
2. Online Auction
3. Sealed Bid Auction
Live Auction
The auctioneer at the event appears before the audience of bidders and spectators when he or
she calls for offers and requests higher offers for the item. This type of auction is said to be
transparent because all bidders compete openly at the same time. While a competitive bidding
environment generally produces the highest selling price, the winning bid and the lost bid may
not be separated by a significant gap.
Online Auction
The property is put up for sale on the internet. Therefore, there are no bidders on the site. The
sale is made through computers connected to the internet. Auctions held on the Internet have
specific deadlines (opening and closing dates) and, sometimes, with fixed offer increases.
Bidders enter their bids against other bidders competing on the Internet for the same article.
Sealed Bid Auction
It is used where confidential offers are preferred. If the seller is considering optional sales
conditions, sealed auctions are generally chosen. In addition, when there is more than one item
or service in the same auction, the auctioneer may choose to use sealed auctions so that each
bidder can determine the best combinations that meet their own needs.

Step 2: Tender
Tender is a platform generated to offer a competition between different bidders that offer the
same job, supply or service so that quality work is obtained at a reasonable cost. However, this
process must ensure that there are no gaps in the system so that anyone has an entrance through
the back door or has a secret connection. In general, tenders are published by the government
sector, however, the huge private sector also publishes tenders for their service or supply of
required work.
To tender is to invite offers for a project or accept a formal offer, such as a public tender offer.
The tender generally refers to the process by which governments and financial institutions
invite to submit bids for large projects that must be submitted within a deadline. The term also
refers to the process by which shareholders present their shares or securities in response to an
acquisition offer.
There are different types of tenders, classified by different categories. They can be classified
as follows:
Tender according to their Sector
a. Government Sector Tender

b. Private Sector
c. PSU (Public Sector Undertaking)
Tender according to its boundary
a. Open Tendering
b. Restricted Tendering
Tenders according to stage
a. Single Stage Tendering

b. Multi Stage Tendering

Step 3: Subcontracting
A business practice in which the main contractor hires additional people or companies called
subcontractors to help complete a project. The main contractor is still in charge and must
supervise the contracting to ensure that the project is executed and completed as specified in
the contract.
Outsourcing prevails especially in areas where complex projects are the norm, such as
construction and information technology. Subcontractors are hired by the general contractor of
the project, who continues to have overall responsibility for the completion and execution of
the project within the stipulated parameters and deadlines.
Step 4: Completion of the Project.
Planned set of interrelated tasks that are executed during a fixed period and within certain costs
and other limitations.
2.4 Employment
The electricity sector in India is growing at rapid pace. During the year 2017-18 (Up to
30.11.2017), the Peak Demand is about 164.1 GW and the Installed Capacity is 330.8 GW with
generation mix of Thermal (66.2%), Hydro (13.6%), Renewable 18.2%) and Nuclear (2.0%).
The Energy Sector in India is experiencing a tremendous growth, the Electricity generation
capacity is growing at a CAGR of around 6% whereas the growth in Transmission and
Distribution sector is growing at 5.5% over the past few years. Recently, the Power Grid
Corporation of India has approved investment proposals worth INR 33 billion. The investments
made are mainly directed towards the development of Ultra Mega Solar Power Projects along
with investments in Transmission and Distribution systems and equipment Power Grid along
with other public sector and private sector players plans to grab these investments
opportunities. Hence, the employment in this sector is also increasing at a rapid rate. Mostly
they are in need of technical workers with a major area of electrical engineer, diploma
technicians, platform engineers for transmission and distribution, civil engineers, power
distribution project engineers, site engineers, signal and telecom experts and design engineers
apart from the workers. The exact rate of people employed in this sector is not clearly
accounted.

2.5 Growth
The present scenario and the growth prospects of the EPC market in India for the period 2015-
2019 is summarised in the following table. The revenue generated from various projects and
conventional sources are listed below.
• Electricity • Irrigation
• Renewable Energy • Water Supply and Sanitation
• Roads and Bridges • Ports
• Telecommunications • Airports
• Railways • Oil and Gas Pipelines
• MRTS • Storage
Table 1: Generation and growth in conventional Power generation during 2009-10 to 2018-19
Energy Generation from

Year % of growth
Conventional Sources (BU)
2009-10 771.551 6.6
2010-11 811.143 5.56
2011-12 876.887 8.11
2012-13 912.056 4.01
2013-14 967.150 6.04
2014-15 1048.673 8.43
2015-16 1107.822 5.64
2016-17 1160.141 4.72
2017-18 1206.306 3.98
2018-19* 1141.988 3.77
Source: Ministry of Power (*Up to February 2019)

The electricity generation target of conventional sources for the year 2018-19 was fixed at 1265
BU comprising of 1091.500 BU thermal; 130.000 BU hydro; 38.500 nuclear; and 5.000 BU
import from Bhutan.
2.6 Contribution to the country
The electricity generation target of conventional sources for the year 2018-19 has been fixed
as 1265 Billion Unit (BU). i.e. growth of around 4.87% over actual conventional generation of
1206.306 BU for the previous year (2017-18). The conventional generation during 2017-18
was 1206.306 BU as compared to 1160.141 BU generated during 2016-17, representing a
growth of about 3.98%.
The contribution of Power when classified in proportion to the total Megawatts produced as on
February 28, 2019, declared by Central Electricity Authority (CEA), may be viewed as follows:
Table 2: Sector wise Classification of the power generated
Sector Mega Watts (MW) % of Total
State Sector 84,637 24.2%
Central Sector 104,039 29.7%
Private Sector 161,487 46.1%
Total 3,50,162 100%

2.6.1 Classification of power generated as per the fuel used
The classification of Power Generated as per the natural recourses utilized for the same as
declared by the Central Electricity Authority (CEA), till February 28, 2019.
Table 3: Distribution of the power generated in Megawatts on the basis of Fuel used
Fuel MW % of Total
Total Thermal 2,22,927 63.7%
Coal 1,91,093 54.6%
Lignite 6,260 1.8%
Gas 24,937 7.1%
Oil 638 0.2%
Hydro (Renewable) 45,399 13.0%
Nuclear 6,780 1.9%
RES* (MNRE) 74,082 21.2%
Total 350,162

* Installed capacity in respect of RES (MNRE) as on 31.01.2019
RES (Renewable Energy Sources) include Small Hydro Project, Biomass Gasifier, Biomass
Power, Urban & Industrial Waste Power, Solar and Wind Energy.

Plant Load Factor (PLF):
Table 4: The PLF in the country (Coal & Lignite based) from 2009-10 to 2018-19
PLF Sector-wise PLF (%)
Year
% Central State Private
2009-10 77.5 85.5 70.9 83.9
2010-11 75.1 85.1 66.7 80.7
2011-12 73.3 82.1 68.0 69.5
2012-13 69.9 79.2 65.6 64.1
2013-14 65.60 76.10 59.10 62.10
2014-15 64.46 73.96 59.83 60.58
2015-16 62.29 72.52 55.41 60.49
2016-17 59.88 71.98 54.35 55.73
2017-18 60.67 72.35 56.83 55.32
2018-19* 61.01 72.18 57.69 55.48
Source: Central Electricity Authority (CEA)

* Up to February 2019 (Provisional)

Power Supply Position
Table 5: The power supply position in the country during 2009-10 to 2018-19
Energy Peak
Peak Peak
Requirement Availability Surplus /Defect Surplus /Defect
Demand Met
Year
(MU) (MU) (MU) (%) (MW) (MW) (MW) (%)
2009- 8,30,594 - -
7,46,644 -83,950 1,19,166 1,04,009 -12.7
10 10.1 15,157
2010- 8,61,591 -
7,88,355 -73,236 -8.5 1,22,287 1,10,256 -9.8
11 12,031
2011- 9,37,199 -
8,57,886 -79,313 -8.5 1,30,006 1,16,191 -10.6
12 13,815
2012- 9,95,557 -
9,08,652 -86,905 -8.7 1,35,453 1,23,294 -9.0
13 12,159
2013- 10,02,257 9,59,829 -42,428 -4.2 1,35,918 1,29,815 -6,103 -4.5

14
2014- 10,68,923 10,30,785 -38,138 -3.6 1,48,166 1,41,160 -7,006 -4.7

15
2015- 11,14,408 10,90,850 -23,558 -2.1 1,53,366 1,48,463 -4,903 -3.2

16
2016- 11,42,929 11,35,334 -7,595 -0.7 1,59,542 1,56,934 -2,608 -1.6

17
2017- 12,12,134 12,03,567 -8,567 -0.7 1,64,066 1,60,752 -3,314 -2.0

18
2018- 10,65,900 11,59,014 -6,886 -0.6 1,77,022 1,75,528 -1,494 -0.8

19
Source: CEA, * Up to February 2019 (Provisional)

Indian power sector is undergoing a significant change that has redefined the industry outlook.
Sustained economic growth continues to drive electricity demand in India. The Government of
India’s focus on attaining ‘Power for all’ has accelerated capacity addition in the country. At
the same time, the competitive intensity is increasing at both the market and supply sides (fuel,
logistics, finances, and manpower). The growth in the power sector reached about 1212.134
billion units by 2017-18.
Generation Growth (%)

9 8.11 8.43
8
7 6.6
6.04
6 5.56 5.64
4.72
5
4.01 3.95
4
3
2
1
0
2009-10 2009-11 2009-12 2009-13 2009-14 2009-15 2009-16 2009-17 2009-18
Figure 3: Source: Central Electricity Authority (CEA)
Generation (Billion Units)

1400
1107.3861160.1411212.134
1200 1048.673
1000 876.007 912.056 967.15
771.551 811.143
800
600
400
200
0
0
8
4
-1
-1
-1
-1
-1
-1
-1
-1
01
09
10
11
12
14
15
16
17
-2
20
20
20
20
20
20
20
20
13
20
Figure 4: Source: Central Electricity Authority (CEA)

2.7 Policy Initiatives / Decision Taken
Electricity Act 2003 has been enacted and came into force from 15.06.2003. The objective is
to introduce competition, protect consumer’s interests and provide power for all. The Act
provides for National Electricity Policy, Rural Electrification, Open access in transmission,
phased open access in distribution, mandatory SERCs, license free generation and distribution,
power trading, mandatory metering and stringent penalties for theft of electricity. It is a
comprehensive legislation replacing Electricity Act 1910, Electricity Supply Act 1948 and
Electricity Regulatory Commission Act 1998.The Electricity Act, 2003 has been amended on
two occasions by the Electricity (Amendment) Act, 2003 and the Electricity (Amendment) Act,
207. The aim is to push the sector onto a trajectory of sound commercial growth and to enable
the States and the Centre to move in harmony and coordination.

Chapter 3
KPTL COMPANY PROFILE
3.1 Company Name and Logo
Figure 5: Source: Kalpataru Website
3.2 Introduction
Kalpataru Power Transmission Limited (KPTL) is among the main players firmly rooted in the
EPC space for energy transmission and global infrastructure. With proven experience and
experience spanning more than three decades, KPTL has today established its footprints in
more than 50 countries, executing marquee projects with comprehensive capabilities that offer
complete solutions covering the design, testing, fabrication, assembly and construction of
power lines. transmission, oil and gas infrastructure and turnkey rail projects.
KPTL is part of the Kalpataru Group established in 1969. It is a diversified conglomerate that
includes the sectors of Real Estate, Energy Generation and Transmission, Road Construction,
Factories, Buildings and Oil and Gas Infrastructure, and Agro-Logistics spaces.
Mofatraj P Munot, an Indian billionaire, is the founder and chairman of Kalpataru Group and
Kalpataru Power Transmission Ltd.
More than 2000 strong KPTL technical staff offers a convincing advantage, combining internal
research, engineering and manufacturing that guarantee the greatest value proposition for
customers. The company has an annual production capacity of more than 180,000 MT of
transmission towers in its modern manufacturing facilities in India and an ultramodern tower

testing facility, which makes it one of the EPC most energy transmission companies. biggest
of the world. The broad scope and presence of KPTL include international geographies such
as Africa, CIS countries, the Middle East, SAARC, Asia-Pacific and the Americas.
In India, the Company has been associated with the accelerated promotion of infrastructure in
India through the execution of EPC projects in the Oil and Gas infrastructure and infrastructure
of the Railways, as well as undertaking energy transmission projects in the model Build,
Operate, Own and Maintain (BOOM).
KPTL's Oil and Gas business includes the provision of EPC contracting services for gas
pipelines, terminals and gas collection stations in different countries. The company provides
end-to-end solutions through a well-qualified engineering and design team for the successful
and timely completion of projects.
KPTL's EPC Rail Infrastructure vertical helps accelerate economic development in national
and international markets by leveraging proven experience in project management, engineering
and construction experience combined with strong technical and financial support. The
company is providing Railways EPC services to run civil infrastructure, track laying, signalling
and telecommunications and head electrification projects for railways in India.
KPTL has successfully positioned its High Voltage Substations business in both the air
insulation (AIS) and gas (Isolation of gas) segments in the national and international markets.
KPTL has expanded its operations under the promising BOOM transmission line projects in
the Public Private Partnership (PPP) mode. The company has successfully developed two
projects in Jhajjar (Haryana) and Satpura-Ashta (Madhya Pradesh). Both projects were
completed earlier than scheduled and are operational. KPTL is in the process of developing its
third BOOM transmission line project under the SPV Alipurduar Transmission Limited. KPTL
has achieved financial closure for its fourth BOOM project under SPV Kohima-Mariani
Transmission Limited and the project is progressing well.
As an integral part of its objective of creating long-term assets, KPTL has extended its scope
to Civil Construction, Infrastructure Projects, Road BOOT Projects and Agri-Logistics through
its subsidiaries JMC Projects (India) Limited and Shree Shubham Logistics Limited.
KPTL has expanded its operations under the promising BOOM transmission line projects in
the Public Private Partnership (PPP) mode. The company has successfully developed two
projects in Jhajjar (Haryana) and Satpura-Ashta (Madhya Pradesh). Both projects were

completed earlier than scheduled and are operational. KPTL is in the process of developing its
third BOOM transmission line project under the SPV Alipurduar Transmission Limited. KPTL
has achieved financial closure for its fourth BOOM project under SPV Kohima-Mariani
Transmission Limited and the project is progressing well.
As an integral part of its objective of creating long-term assets, KPTL has extended its scope
to Civil Construction, Infrastructure Projects, Road BOOT Projects and Agri-Logistics through
its subsidiaries JMC Projects (India) Limited and Shree Shubham Logistics Limited.
Quality, Environment and Occupational Health & Safety are at the core and fore of every KPTL
project. The unwavering focus on global quality standards has ensured ISO9001:2015, ISO
14001:2015 and OHSAS 18001:2007 certifications.
KPTL is amongst the selected players in the world with an entire gamut of capabilities that
spans the spectrum of Power transmissions & distribution, and substation. It includes mainly
work of designing & engineering, manufacturing, tower testing and R& D centres, T & D
turnkey solution, and substation. As an industry leader in the power transmission business,
KPTL provides end-to-end solution ranging from in-house designs, testing, procurement,
fabrication, erection, installing and commissioning of power transmission lines.
KPTL has world class design capabilities emanating from a rich pool of highly qualified and
experienced team of design engineers combined with cutting edge technologies and an
unparalleled experience of having designed virtually all types of towers across the globe. The
Company focuses on innovation, safety and cost-effective design solutions aligned to ensuring
ease of manufacture and construction. These are adhered to stringent technical and quality
demands of the domestic and international clients. Its Design and Drawing department at
Gandhinagar are recognised as R & D centre by Ministry of Science and Technology, the
Government of India.
KPTL has three manufacturing plant with a total production capacity of 1,80,000 MT per
annum in India. While two of the manufacturing plants are in Gandhinagar, Gujarat, the third
plant is in Raipur, Chhattisgarh.
KPTL has a Tower testing and R&D station with sophisticated and state of art equipment that
ranks it amongst largest and best of its kind across the world. KPTL set up its own Tower
Testing Station and R&D Centre near Gandhinagar using innovation in design and construction
with the latest facility.

3.3 Services
The KPTL Company does not have a Product Line as it is an Energy Procurement Construction
company and is a prominent form of contracting agreement in the construction industry. The
engineering and construction contractor will carry out the detailed engineering design of the
project, procure all the equipment and materials necessary, and then construct to deliver a
functioning facility or asset to their clients. Companies that deliver EPC Projects are commonly
referred to as EPC Contractors.
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Figure 6: Source: Company Magazine, Kalp Tarang 2018.

3.4 Form of organisation
A private company is a privately-owned company. Private companies can issue shares and have
shareholders, but their shares are not quoted on public exchanges and are not issued through
an initial public offering (IPO). As a result, private companies do not need to comply with the
stringent filing requirements of the Securities and Exchange Commission (SEC) for public
companies. In general, the shares of these businesses are less liquid and their valuations are
more difficult to determine.
KPTL is a public company limited companies are incorporated or registered in India under the
Indian Companies Act 2013 has the following features. As per the present law, Public limited
company are defined as a type of organisation which is not a private ltd company i.e. It’s not
managed privately by group of individuals. Shares are freely traded by the public and the
organisation registered as a public limited company uses letters “ltd” or “limited” after its
name. These organisations are also known as publicly held companies. A public limited
company can be listed on the stock exchange. If a private ltd company want to get listed in
stock exchange, then it has to get converted to public ltd first before starting the listing process.
When promoter wants to incorporate a company as public limited, it must follow the procedures
as prescribed by the Ministry of Corporate Affairs of India. Minimum Requirements to form a
Public Limited Company are:
• Minimum capital requirement for a public limited company is Rs. 5, 00,000.

• Minimum number of members or shareholders required is seven.
• Must have minimum number of at least 3 directors – The Director needs to be over 18 years
of age and must be a natural person. There are no limitations in terms of citizenship or
residency.
3.4.1 Business Segment
Figure 7: Source: Company Magazine, Kalp Tarang 2018

POWER- T&D
KPTL showcase cutting edged technologies and unparalleled experience

of virtually designing all types of towers across the globe.
3D drafting, analysing & designing software to optimise steel fabrication

requirements.
•Special Designing capabilities for different type of foundations including

tower designs and detailing
Over 100 in-house design engineers
Design & Engineering
T&D is the major business vertical for the Company and contributes 80% of
the total revenue
Large base of high-end construction equipment and experience to execute
projects globally with a workforce of over 2,300+ permanent employees
Currently live projects are in over 20 countries.
T&D
Has tested over 380 towers for Domestic and International clients.
Fully automatic tower testing facility (up to 1,200 kv tower), helicopter
erection simulation of tower through tower crane including R&D stations,
Strength is in its in-house R&D backed by a multi-disciplinary team of

specialized engineers
Tower testing & R&D
KPTL has world class in-house engineering and construction team to

carry out high voltage substations and delivery of special substations for
railways in India and overseas
Substation

INFRASTRUCTURE (EPC)
KPTL has over the last 2 years developed in-house capability in railways’ design
with its 60+ strong design team.
1. Civil infrastructures including earthworks, bridge, tunnels, station

buildings and facilities.
2. New track laying and rehabilitation of existing tracks
3. Railway and overhead electrification
4. Signalling and telecommunications (S&D)

5. Bridges and tunnels
Railways 6. Platforms and traction sub-stations
Oil and gas pipelines

•Process plants
•Refineries
•Gas gathering stations

Fabrication, erection, installation and construction of cross country pipelines
construction across multiple terrains like rivers, hilly, marshy region, swamps,
deserts by virtue of highly experienced team members.
Outlook in oil and gas market is positive and is driven by:
1) Government’s initiative to increase gas pipeline network,

Oil & Gas
2) Hydrocarbon Vision 2030 for North-East India, and
3) Investments planned in the Middle East and North America

3.5 Vision & Values
“Our Vision is to be the foremost global player in all the Business Verticals we operate in. We
will achieve this by adhering to our Values.”
Values
With business ethics, quality, prudence, humanity, respect, pride at the forefront, we are happy
to be recognized for our customer commitment and acknowledged for fostering long term
relationships with stakeholders.”
Shri Mofatraj P. Munot (Group Chairman). Behind KPTL‟s success is its deeply rooted and
unique value system that shapes its Business Principles and Management Philosophy. It is these
KPTL values that determine our strategy, drive execution and deliver success. The values at
KPTL can be seen as-
B – Business Ethics
C – Customer Centricity
P - Pride
Q - Quality
R - Respect
T –Team Work.
Figure 8: Source: Company Magazine, Kalp Tarang 2018

3.6 Global Presence
India & SAARK Countries International
Regions & Office Locations Regions & Office Locations
Australia
North
Delhi
Indonesia
East
Kolkata
Bhutan
West
Gandhinagar
Thailand
South
Bangalore
Afghanistan
Srilanka
Figure 9: Source: Drawn for the purpose of internship as per the information from HR Manager.

3.7 Organogram
An organisational structure is a system that outlines how certain activities are directed in order
to achieve the goals of an organisation. These activities can include rules, roles, and
responsibilities. The organisational structure also determines how information flows between
levels within the company. The organizational chart is a diagram shows the structure of an
organization and the relationships and relative ranks of it’s parts and positions or jobs. The
organizational charts have the following benefits such as it show work responsibilities and
reporting relationships, allow leadership to more effectively manage growth or change, allow
employees better understand how their work fits into the organization’s overall scheme,
improve lines of communication, create a visual employee directory for the organization that
helps in better understanding of each of the positions especially for external stake holders and
present other types of information such as business entity structures and data hierarchy. For
example, in a centralised structure, decisions flow from the top down, while in a decentralised
structure, decision-making power is distributed among various levels of the organisation.
Organisational structure for KPTL:

3.8 Decision Hierarchy
Board of Directors
Senior Management
Middle Management
Junior Management
Junior Staff
3.9 Department Profile
The organisation includes the following departments:
HR PRODUCTION
FINANCE
OPERATION TENDRING
DESIGN

a) Finance department:
The main function or function of the department of finance is to ensure that the flow of fund,
working capital and trade. The fund raising is done from the banks, financial institutions,
mutual funds, through team loans and non-convertible debentures. The working capital for the
daily operations is derived from consortium of 11 banks. One of the lead banks is the Indian
bank that provides the working capital. Besides that, the company has an accurate SAP system
to keep abreast of customer credit flow. This is done through a module in SAP called Hana.
Each of the payments to suppliers is resolved by means of a generated supplier code that
handles the invoice related to the acquisition. The company prefers credit transactions over
cash transactions. Sellers also have a period of 30 days to complete the transactions. The
company provides a letter of credit to the suppliers to complete the payment. The Finance
department also accredits the salary of employees to their respective accounts at the end of the
month. To do this, the entire payroll database is shared with the Department of Finance.
In addition to that, the finance department also prepares the required statutory and required
documents that will be published and delivered for internal and external auditing. The financial
statements of the Company have been prepared in accordance with the Accounting Standards
of India (Ind AS) notified according to the Standards of the Companies (Accounting Standards
of India), 2015.
For all periods up to the year ended March 31, 2018 inclusive, the Company prepared its
financial statements in accordance with the accounting standards notified under section 133 of
the 2013 Companies Act. Below figure shows the current years revenue EBITDA, PAT.
PAT FY 2019
EBITDA
Revenue
0 2000 4000 6000 8000 10000 12000
QT 03 QT 02 QT 01
Figure 13: Source: Drawn for the purpose of internship from annual report 2018-19.

Human Resources & administration
The human resources department and the administration department are involved in problems
and are also involved in the strategic management of the company's business. The activities
carried out by the HR department include:
• Recruitment and selection team for talent acquisition: the recruitment process is one of
the key activities carried out by the human resources department. Recruitment refers to the
general process of attracting, selecting and appointing suitable candidates for jobs.
Recruitment is carried out by the talent acquisition of the organisation. The recruitment
method also includes internal sources of recruitment. Internal sources of recruitment are
considered transfers, employee referrals, recruitment of former employees and
promotions.
• Planning and programming: the objective of proper planning and programming of staff
is to assign the work in the most efficient way possible. This leads to cost reduction, since
the organisation no longer has excess personnel or personnel. Optimal staff planning and
planning minimises costs, complies with legal and organisational standards, and satisfies
staff members and customers.
• Performance evaluation by the Talent Management team: performance evaluation is one
of the key activities of the human resources department. It is the method by which an
employee's work performance is documented and evaluated. Performance evaluations are
part of professional development and consist of regular reviews of employee performance
within the organisation.
• Learning and organisational development: The team is responsible for providing
training and maintaining and ensuring that the right skills are there for the set of required
tasks to be performed. This team is responsible for analysing the skills gap for each
employee and keeps a record for it. Based on the gap analysis, workouts are scheduled for
a particular domain. In addition to that, they also focus on delivering external PGDM
programs for their employees at the senior management level, for a better strategic
decision.
• Industrial Relation: Industrial relations have become one of the most delicate and
complex problems of modern industrial society. Industrial progress is impossible without
the cooperation of work and harmonious relationships. Therefore, it is of interest to all to

create and maintain good relations between employees (labour) and employers
(management).
The industrial relationship is defined as the relationship of individual or group of employee

and employer to engage in a way to maximise productive activities.
• Payroll: The payroll is the total sum of all compensation that a company must pay its
employees for a certain period of time or on a certain date. It is usually managed by the
accounting or human resources department of a company; Small business payrolls can be
handled directly by the owner or an associate. Increasingly, payroll is outsourced to
specialised firms that handle check processing, employee benefits and insurance and
accounting tasks, such as withholding taxes.
The payroll can also refer to the list of employees of a company and the amount of
compensation due to each of them. It is an important expense for most companies and is
almost always deductible as such. The payroll may differ from one pay period to another
due to overtime, sick pay and other variables.
• Statuary/legal: Legal compliance, in HR, refers to the legal framework within which
organisations must operate, in the treatment of their employees.
Each country has several hundred federal and state labour laws that companies must align
with. This list will always be added to.
b) Production department:
The production department consists of production line, quality control, final packaging, or
bundling, ware housing and dispatching of the products manufactured. The production is
normally done batch-wise. The central procurement team of the Kalpataru purchases the raw
material from different suppliers. The raw material required for each manufacturing plant is
then, despatched to the concerned location. Th raw materials include iron bars and iron sheets
that are graded based on quality and thickness and are indicated by the different colour shades
for ease of understanding.
The quality of the iron rods referred to as rod angles supplied is inspected and that the physical
damages to the raw material, in the firm of small bends and angular distortions are eliminated.
The iron rod is then drilled, which is referred to as stamping, so that it enables hooking and
internal movement of rods. The rods are then grinned and made as per following measurements.

It is then followed by the notching process, followed by bending, heel grinding and welding.
The product manufactured is the inspected, and from the results obtained on the quality check,
the materials that do not meet the conformance are despatched to rework. The plan for the
rework is commenced. Those that meet the required standards undergo galvanisation, followed
by the final inspection and if the quality testing is passed the product moves out of the plant to
the ware houses locate at the corresponding contract site.
The raw material, collected in the form of iron sheets referred to as the iron plates, are also
inspected on arrival to the plant. It is followed by plate cutting that is done using two
mechanisms namely, plasma machine, and the shearing machine operations. It is then followed
by the plate stamping followed by the plate corner cutting and bending if applicable. The
product then undergoes quality testing as indicated for iron rods.
c) Tendering department:
The basic activity of this department is to prepare Tender Review Report (TRR) as per ISO
format. This report will have various specifications like technical, contractual & legal which
are demanded in a contract. After preparation of TRR, it is sent for the management review,
where internal review is carried out and after clearance from management. If so, technical
details are forwarded to Engineering & Procurement division seeking various data required for
tender. Details from site like local conditions, quantity estimations, geographical conditions,
expected site difficulties are also included. Site details also play major role in quantity analysis
& difficulties are anticipated. These details are analyzed thoroughly and then submitted to the
customer for securing order. Upon receipt of order, the project is given a Work Order Number.
Here after, the project is known throughout the organization by this Work Order Number. Later
the project is handed over to PMG division with all the relevant tender stage documents.
d) Operations department:
The operations of the company are guided by the Project Monitoring Group (PMG). After
taking over tender the Letter of Award (LOA)/ Letter of Intent (LOI) terms are studied
thoroughly to ensure that it agrees with the offer & is in line with the changes, if any, accepted
during negotiation. In case, there are errors or clarification is required, the same is resolved
with the purchaser in writing so that there is no ambiguity regarding contractual requirements.
PMG acts as a communicator between the client and the organisation hence it is also said to be
as face & voice of the company. After the negotiations or clarifications, a work order covering

all the salient features & requirements of the customer including delivery schedule is prepared
& circulated to all concerned departments for planning, mobilisation of resources & execution.
Time bound guidelines are also periodically communicated to concerned departments for
various activities in turn to achieve project requirements/ maintain project swiftness. Execution
process is also involved in progress review meeting with client where in by project status along
with requirement of client are reviewed & necessary actions are taken as to complete the project
within agreed schedule. During completion stage, execution process initiates fulfilment of
various contractual obligations so that closure of the project is not hampered.
e) Design
Design consists of three departments namely designing, drawing and layout. A Sound technical
division always provides technical specification & in turn assuring quality product resulting
customer satisfaction.
Design
Desigining Drawing Layout
Tender Order Order

Stage Stage Stage
Order
Stage
• Designing stage:
Salient feature released by PMG /Execution department works as design input document for
preparation of design as per specification. Based on requirement structural / foundation
designing is done with allocation of proper resources with consideration of the stipulated time
frame. Designing stage involves tender stage and order stage.
Tender stage: Customer specifications for design or development as a design unit inputs data
are furnished by PMG/ Execution division. Based on specifications or requirement, Structural
& Foundation designs are prepared & Tower Weight & Foundation Volumes are estimated. In
these estimation quantities anticipated from walk over survey also play a major role. Quality

of designing is highly ensured at this stage as it will affect in securing orders & also after
securing in many of the orders, during execution stage prices are paid on minimum of what
was quoted in tender & actual landed quantities.
Order stage: Meeting international standards / specifications /site requirement.
• Drawing & Layout:
Drawing an engineering activity is initiated upon design internally prepared or as furnished by

client. Upon preparation, drawings are released for Layout process i.e. preparation of Bills of
Material. Thereafter, drawing(s) & Bill(s) of Material are submitted to client for approval
assuring are meeting site / client project requirement(s). Inclusion of client’s comments if any
is ensured & modified documents submitted for approval, if necessary, layout activities will
also include preparation of shop sketches & CNC data.
3.10 Competitors
Power is one of the most critical components of the infrastructure crucial for the economic
growth and well-being of nations. The existence and development of adequate infrastructure is
essential for the sustained growth of the Indian economy. The Indian electricity sector is one
of the most diversified in the world.
The sources of power generation vary from conventional sources such as coal, lignite, natural
gas, petroleum, hydroelectric and nuclear energy to non-conventional viable sources such as
wind, solar, and domestic and agricultural waste.
The demand for electricity in the country has increased rapidly and is expected to increase in
the coming years. To meet the growing demand for electricity in the country, a massive addition
to the installed generation capacity is required. In May 2018, India ranked fourth in the Asia
Pacific region of 25 nations at an index that measures its overall power.
A number of companies have started operating in the Indian market. These include foreign
stalwarts like KEC, L&T etc. as well as trusted Indian giants such as Jyoti Ltd, Tata Power to
name a few. We thought to compile a list of top-notch tyre companies operating in India. The
competitors of the KPTL, includes:

1. KEC: International, one of the largest engineering procurement and construction

companies in the world, has transcended boundaries with operations in power transmission,
distribution, railways, cables, renewable and civil. The company has executed complex
projects in tough, inhospitable terrains and continues to grow through localised strategies
for each area.
The company’s innovative engineering feats include design, manufacture and construction
of turnkey projects of power transmission lines up to 1200 kV, setting up high end sub-
stations as well as Power/ Control/ Telecom & optical fibre cables and extra high voltage
(EHV) Turnkey cabling Solutions. Specialised transmission lines built by KEC
International span huge raging rivers including the Nile in Egypt, Niger in Nigeria, the

deserts of Saudi Arabia and the snowfields of Kazakhstan and Tajikistan.

KEC has already powered infrastructure development in more than 61 countries across
Africa, Americas, Central Asia, Middle East, South Asia and South East Asia and continues
to expand its presence across the globe.
2. Tata Power: Tata Power, formerly known as Tata Electric, is a pioneer in technology
adoption, with many firsts to its credit, supporting the country's energy independence. Tata
Power, together with its subsidiaries & joint entities, has a generation capacity of 10957
MW of which 32% comes from clean energy sources. The company has the distinction of
being among the top private players in each sector of the value chain including solar rooftop
and value-added services.
Tata Power is a pioneer credited with steering the energy sector on technology, process
and platform. Powering emerging technologies for the 'smart' customer, Tata Power's
latest business integrated solutions, focusing on mobility and lifestyle, is poised for multi-
fold growth.
With its 103 years track record of technology leadership, project execution excellence,
world-class safety processes, customer care and driving green initiatives, Tata Power is
committed to 'lighting up lives' for generations to come.
3. Jyoti Ltd.: The Jyoti Group of Companies is a conglomeration of industrial units involved
in manufacturing and marketing a wide range of electrical and hydraulic engineering
equipment used extensively in the vital sectors of national and international economy.
Jyoti Power Transmission Private Limited is a Private incorporated on 26 July 1996. It is
classified as Non-govt company and is registered at Registrar of Companies, Ahmedabad.
Its authorised share capital is Rs. 13,000,000 and its paid-up capital is Rs. 3,000,000. It is
involved in Production, collection and distribution of electricity
4. L&T: capability spectrum embraces Coal and Gas based projects. Our expertise
encompasses virtually every aspect of design, engineering, manufacture, construction and
project management.
L&T Power is part of the Larsen & Toubro Group, with a mandate to integrate L&T’s
varied offerings in the thermal power sector. It is uniquely positioned to combine rich and
diverse strands of experience in engineering, manufacturing and project execution with
strong management focus on providing turnkey solutions. L&T Power seeks to partner

with its customers in providing solutions that best address their needs. In-house strengths
are supplemented by collaborations with global leaders in the fields of engineering and
manufacturing. L&T Power is also committed to continually upgrading its skills to meet
the challenge of the future.
L&T Power has world-class manufacturing facilities at Hazira near Surat (Gujarat) for
supercritical boilers, steam turbines, generators, pressure piping, axial fans, air-preheaters
and electrostatic precipitators.
Its Pan-India presence includes multiple project sites and project management centres at
Vadodara, Faridabad and Chennai.
5. GMR: Energy is a part of GMR Group, which is one of the largest diversified Infrastructure
Conglomerates in India. With an operating capacity of over 4400 MW, it has a balanced
fuel mix of coal, gas, LSHS as well as renewable sources of wind and solar energy. Apart
from this, plants of over 2300 MW generation capacity are under various stages of
development in India and Nepal.
A balanced mix of power sales contracts in the short term, medium term and long term have
given GMR Energy a unique strength in terms of portfolio diversity. An operating coal
property in Indonesia provides essential requirement of fuel security. It has been allotted
two coal blocks through the transparent e-auction and bidding process in India, Talabira I
in Sambalpur district in Odisha and Ganeshpur in Jharkhand with estimated reserves of
over 90 million tonnes. The company’s portfolio is now moving from developing projects
(asset creation) to operating assets (revenue generation).
6. HCC: is a pioneer in India’s infrastructure industry, having executed landmark projects

that have defined the country’s progress since 1926. Maintaining our legacy of innovation
in engineering and construction, we continue to add new milestones with every passing
year, building world-class infrastructure and creating new opportunities for everyone.

3.11 SWOT ANALYSIS
Economics of scale in the Limited experience in

management of production developmental BOOT
projects and qualified (build, own, operate and
employees.
S W
transfer) projects.
Adoption of new
O T
Variation in prices of
commodities,
Technology and
currencies and interests.
replacement of
Unforeseen changes in
Purchased items through the
government policies of the
development of a new product countries where the company
line operates.
.
Strength: KTPL is a diversified company having presence in areas like transmission EPC,
logistic, oil & gas pipeline, infrastructure and construction. which gives complete economies
of scale in terms of operations. Here are the Strength in the Kalpataru SWOT Analysis:
1. Decades of experience in the field of real estate.

2. One of the leading real estate groups in India.
3. Strong brand equity.
4. Excellent relations with customer.
5. Experienced and qualified management team with strong human resource practices.


Weakness: Time lag in completion of project as it requires high synergies among Men, Money,
Material. Run over of cost and getting skilled manpower on time. Here are the weaknesses in
the Kalpataru SWOT Analysis:
1. Limited global presence.

2. High cost of finance and government intervention in land dealing.
Opportunity: Integrating forward is a major plus pint for the company to undertake the BOOT
projects independently. Following are the Opportunities in Kalpataru SWOT Analysis:
1. Expansion in new geographies.

2. Reduction in interest rates.
3.Growth prospects in real estate in India.
Threat: There is high input cost pertaining to materials used, which are again fluctuating and
depend on the scenario in global markets. KPTL has started taking projects in overseas
countries which may have dent on the top-line and bottom line of the company due to
exchange fluctuations. The threats in the SWOT Analysis of Kalpataru are as mentioned:
1. Shortage in supply of skilled professionals.

2. Fluctuating interest rates.
3. Environmental regulations.
3.12 PESTEL ANALYSIS
PESTEL Analysis is a strategic management tool that Kalpataru Power leadership can use to
make better decisions. PESTEL stands for – Political, Social, Economic, Technological,
Environmental and Legal factors that impact the macro environment of the company that it
operates in.
Political:
Political factors are often related to the level of intervention and nature of intervention of the
local and national government in the business and economic environment. Government policies
and governance system plays a huge role in nature and objectives of the policies.

Political Factors that Impact Kalpataru Power
• Regulatory Practices – Kalpataru Power has to manage diverse regulations in the various
markets it is present in. Over the last few years India and other emerging economies have
changed regulations regarding not only market entry but also how companies in
Construction Services can operate in the local market.
• Governance System – The present governance system in India has served its purpose for
the long time and I don’t think much will change in the process even though it may throw
up leaders that can lead divergent policy making from the historical norm. Kalpataru Power
has to keep a close eye on the industry wide government priorities to predict trends.
• Taxation policies – Over the last two decades Kalpataru Power has benefitted from lower
taxation policies throughout the western hemisphere. It has resulted in high profits and
increasing spending in the research and development. The increasing inequality in India
can lead to changes in the taxation policies. Secondly local governments are also looking
into Construction Services specific taxation policies to contain the carbon footprint of the
Capital Goods sector.
Economic:
Economic factors include – labour market conditions, consumer disposable income, inflation
rate, interest rate, exchange rate, the stage of economy of country name, economic performance
of country name, taxation rate etc.
Economic Factors that Impact Kalpataru Power
• Government intervention in the Capital Goods sector and in particular Construction

Services industry can impact the fortunes of the Kalpataru Power in the India.
• Economic Cycles – The performance of Kalpataru Power in India is closely correlated to
the economic performance of the India's economy. The growth in last two decades is built
upon increasing globalisation and utilising local resources to cater to global markets.
• Availability of core infrastructure in India – Over the years India government has increased
the investment in developing core infrastructure to facilitate and improve business
environment. Kalpataru Power can access the present infrastructure to drive growth in
sector name sector in India.

Sociological:
Social factors include – attitude towards certain products and services, acceptance of
entrepreneurial spirit, gender roles, societal roles and norms, health & safety attitudes, culture,
traditions, demographics, and leisure interests.
Social Factors that Impact Kalpataru Power
• Demographics – For the Capital Goods products, Kalpataru Power has demographics on its
side. India is a young country and growing. Kalpataru Power can use this trend to cater to
various segments of the population.
• Access to essential services – By and large over the last decade and half the wider
population in getting access to essential services in India. This has been a result of
increasing investment in public services.
• Societal norms and hierarchy – the society of India is different from the home market of
Kalpataru Power. It should strive to build a local team that understands the societal norms
and attitudes better to serve the customers in India.
• Power structure – There is an increasing trend of income inequality in India. This has
altered the power structure that has been persistent in the society for over last 6-7 decades.
Technological:
Technology is fast disrupting various industries and sector name is no different. There are
numerous ways technological factors are impacting the company name & industry name in
country name. Some of the technological factors are – supply chain disruption because of
technology, access to mobile phones driving empowerment, innovation in product offerings,
population access to technology, innovation in customer services, rate of technology driven
change, access to greater information etc.
Technological Factors that Impact Kalpataru Power
• Technology transfer and licensing issues for Kalpataru Power – In the Capital Goods sector
there is no strong culture of technology transfer and companies often are reluctant to
transfer or license technologies for the fear of creating competitors out of collaborators.
• Technological innovation is fast disrupting the supply chain as it is providing greater access
to information to not only supply chain partners but also to wider players in the Capital
Goods industry.

Environment:
Over the last decade sustainability and environmental factors are becoming critical for
businesses. Government and pressure groups are fast asking organisations to adhere to
environmental standards. Some of the environmental factors are – insurance policies,
increasing focus on sustainability, climate change, safe disposal of hazardous material, safe
water treatment, laws regulating pollution, safe waste disposal, limiting carbon footprints etc.
Environmental Factors that Impact Kalpataru Power
• Recycling is fast emerging as a norm rather than a good thing to do in India economy.
Kalpataru Power must make plans to adhere to regulations and expectations in the Capital
Goods sector.
• Renewable technology is also another interesting area for Kalpataru Power. It can leverage
the trends in this sector. India is providing subsidies to invest in the renewable sector.
• Regular scrutiny by environmental agencies is also adding to the cost of operations of the
Kalpataru Power.
• Environmental norms are also altering the priorities of product innovation. In many cases
products are designed based on environmental standards and expectations rather than
catering to traditional value propositions.
Legal:
Legal plays an important role in the development of Construction Services sector in any
economy. Kalpataru Power management must consider following legal factors before entering
international market – biasedness toward home players, system of justice, time taken to deliver
justice, intellectual property rights protection, data protection laws, discrimination laws,
copyrights law etc.
Legal Factors that Impact Kalpataru Power
• Data protection laws – Over the last decade data protection has emerged as critical part of
not only privacy issues but also intellectual property rights. Kalpataru Power has to
consider whether India have a robust mechanism to protect against data breaches or not.
• Employment law in the India and how they are impacting the business model of the
Construction Services. Can these conditions be replicated or bettered in international
market?

• Time take for business cases in court – some countries even though follow international
norms but the time for resolution often run in years. Kalpataru Power has to carefully
consider average time of specific cases before entering an international market.
• Environment Laws and guides – The level of environmental laws in the India and what
Kalpataru Power needs to do to meet those laws and regulations.
3.13 Corporate Social Responsibility (CSR)
Health Care
As responsible and responsible corporate citizens, KPTL believes that sharing success with
larger communities and societies is both a responsibility and an opportunity to make a
difference in people's lives and help them become part of people's development and prosperity.
Nation.
Towards its CSR interventions, KPTL focuses on medical care and community development.
Medical care is one of the key parameters to measure the true progress and progress of a nation.
In a rapidly developing country like India, which is rapidly advancing economic development,
providing medical care to a large part of the disadvantaged population is an urgent problem
and a key challenge.
KPTL's sustained CSR initiatives are aimed at providing and improving health facilities for
society.
KPTL established a "Kalpa Seva Arogya Kendra" that operates through the Kalpataru social
assistance trust to provide medical services to the economically disadvantaged sectors of
society. The trust is compatible with dispensaries of multiple specialties and pathological
laboratory with infrastructure and ultramodern facilities to meet.
X-rays, ultrasound, odontology, etc. In addition to this, the company also organises periodic
visits of specialists in ENT, dentistry, gynaecology, orthopaedics and children in control camps
of the medical fraternity of Gandhinagar at a very nominal cost where the free medicines are.
It is also distributed.

On average, more than 100 patients visit this Seva Kendra daily and to date a total of around
30,000 new cases have been registered.
Community Development
As responsible and responsible corporate citizens, KPTL believes that sharing success with
larger communities and societies is both a responsibility and an opportunity to make a
difference in people's lives and help them become part of the nation's development and
prosperity.
Towards its CSR interventions, KPTL focuses on medical care and community development.
Education
If India is going to maintain its trajectory of economic growth, the most important factor will
be to provide education to the largest population of young people in the world.
KPTL recognises the need to provide quality educational facilities to young people, especially
children, in the lower strata of society. Therefore, the company invests in several CSR projects
by providing such facilities for children to learn effectively. In the 2014-2015 fiscal year, three
education-based projects were carried out in different parts of the nation.
Support to hearing impaired children
Assistance has been provided to configure the F. M. Loop Wireless Amplification System for
children with hearing impairment from disadvantaged backgrounds in Bhiwandi, Maharashtra.
The program has benefited 250 students with hearing disabilities and has also helped teachers
to communicate with children clearly and effectively.
Modern Library and Study Centre
In order to inculcate reading habits and improve the spoken English skills of students from
rural areas / remote villages, KPTL helped establish a modern library and a study center at
AVK Memorial Matriculation School, Sankarankovil-Tamil Nadu. The configuration includes
providing an infrastructure configuration with reading and writing facilities for students and
teachers. About 1,010 students and 65 teachers benefited through this program.

Digital Education
KPTL has supported 734 schools around Gandhinagar in the state of Gujarat as part of a public-
private partnership project between the Government of Gujarat and the Rotary Club of
Kankaria. The goal of this project is to improve the ability to absorb knowledge, retention and
critical thinking of children in public schools in Gujarat equipped with Computer-Assisted
Learning (CAL). The e-learning system includes special software adapted for primary
education: "Learning Delight" (LD). The system also covers preventive health education along
with value-based education to plant good value seeds among children. This project will give
more stimuli to the primary education sector of the government of Gujarat.
3.14 Achievements
Following are the achievements of the government in the past four years:
• India’s rank jumped to 24 in 2018 from 137 in 2014 on World Bank’s Ease of doing
business - "Getting Electricity" ranking.
• Energy deficit reduced to 0.7 per cent in FY18 from 4.2 per cent in FY14.
• As of April 28, 2018, 100 per cent village electrification achieved under Deen Dayal
Upadhyaya Gram Jyoti Yojana (DDUGJY).
The Road Ahead
The Government of India has released its roadmap to achieve 175 GW capacity in renewable
energy by 2022, which includes 100 GW of solar power and 60 GW of wind power. The Union
Government of India is preparing a 'rent a roof' policy for supporting its target of generating
40 gigawatts (GW) of power through solar rooftop projects by 2022.
Coal-based power generation capacity in India, which currently stands at 191.09*GW is

expected to reach 330-441 GW by 2040##.
India could become the world's first country to use LEDs for all lighting needs by 2019, thereby
saving Rs 40,000 crore (US$ 6.23 billion) on an annual basis.

All the states and union territories of India are on board to fulfill the Government of India's
vision of ensuring 24x7 affordable and quality power for all by March 2019, as per the Ministry
of Power and New & Renewable Energy, Government of India.
Exchange Rate Used: INR 1 = US$ 0.0139 as on Q3 FY19
Global transmission and distribution conductors’ markets to grow steadily to 2022
The global power transmission and power distribution conductors’ markets are expected to
grow with a CAGR of 4.3% and 2.91%, during the forecast period (2018–2022). According to
Global Data, the global conductor’s market is estimated to grow in the forecast period,
primarily due to increased activity in within the US, China and Indian markets. The aggregate
market value of the aforementioned countries is estimated to hold 63.7% and 41% of the global
power transmission and power distribution markets in 2022
The company’s latest report Power Transmission and Distribution Conductors, Update 2018 –
Global Market Size, Competitive Landscape and Key Country Analysis to 2022 reveals that
the global transmission and distribution conductors markets are projected to grow due to rising
electricity demand, growing deployment of generation assets, improving reliability and
auxiliary support, climate change, government initiatives, and the need to replace old assets.
The support for renewables such as offshore wind, distance disparity between generators and
consumer loads, and utilization of direct current (DC) mode of transmission are driving the
global transmission conductors’ market. Countries such as South Africa and within the EU
have proposed transmission corridors to support the development of an inter-regional grid to
enhance reliability, relieve power flow congestion, and reduce retail prices. The distribution
segment is poised to face a market transformation.
Distribution network segment across the world are ageing, inefficient, suffer from power thefts,
and are becoming increasingly complex, integrating various smart technologies. The
prevalence of distributed energy technologies has changed the mode of interaction between the
consumer and the grid. Based on market development, nations with established distribution
networks are focused on transitioning their power systems to reduce environmental impacts or
on gradual replacement of ageing assets. Developing markets face various challenges such as
evolving power generation mix, lack of distribution capacity, power curtailment, power thefts,

market reformation, growing urban population, and lack of technical intervention to support
grid transformation.
Global Data’s report also finds that in the forecast period, China, India and the US will be the
largest markets for power transmission and power distribution conductors. The market movers
for China and India are nearly identical with strong economic growth, manufacturing sector
development, and growing integration of renewable energy having contributed and will
continue to contribute to the market growth. The power transmission conductors’ market in
China is expected to grow with a CAGR of 9.79% to reach $1.91bn in 2022, while the India
market is expected to grow with a negative CAGR of 2.85% to reach $1.13bn in 2022. Rural
electrification, improving rates of access to electricity, and growing urban populations are
driving the distribution markets in China and India. The power distribution conductors’ market
in China would grow with a negative CAGR of 0.32% to reach $1.4bn in 2022, while the India
market is expected to grow with a CAGR of 2.69% to reach $2.7bn in 2022.
The US market is well established a comprehensive, however, it has a significant number of

assets that are aging and unable to cope with the complexity of the power flows due to
technology integration. The retrofitting and up-gradation of distribution assets, smart grid
projects, and distributed energy generation contributed to the market growth and will continue
to do so in the forecast period. Other factors including development of integrated energy
systems, electric mobility, grid resilience, and conversion to underground cabling are also
expected to impact the market. The power transmission conductors and power distribution
conductors are expected to reach $1.1bn and $5.7bn in 2022, growing with a CAGR of 9.6%
and 2.95%, during the forecast period.

Chapter 4
HUMAN RESOURCE DEPARTMENT PROFILE
4.1 Roles and Functions of the department

Human capital management is the compressive set of practices for recruiting, managing,
developing, and optimising the human resources of an organisation.
The functions of HCM software are organised into the following categories:
• Core HR, including payroll, benefits administration, on boarding, compliance management

and maintenance of employee data.
• Talent management, the collective term for the process of recruiting, developing and
retaining employees. Talent management suites consist of distinct yet integrated modules
for recruitment, performance management, compensation management, learning and
succession planning.
• Workforce management, the set of functions for deploying employees with the necessary
skills to regions, departments or projects. It includes attendance management, workforce
planning, and labour scheduling and budgeting.
• Service delivery, including HR help desks, intranet portals, employee self-service and
manager self-service.
Human resource is the department that handles an organisation’s personal data. Human capital
management (HCM) is a newer term and take approach that employees are company assets.
So, for the management of human our company uses SAP. SAP is one of the largest vendors
of enterprise recourses planning (ERP) software and related enterprise application. SAP stand
for system, application, and products in data processing. SAP HCM is an on-premises system
that services HR functions such as payroll, compliances, and personal files, and benefits
administration. The advent of the cloud has made it easier for international companies to keep
track of their work force and SAP’s acquisition of success factor. The following are the
functions of the department, that mainly includes:

4.1.1 Recruitment
The Recruitment is the process of analysing the job requirements and then finding the
prospective candidates who are then encouraged and stimulated to apply for the job in the
organisation. Recruitment mostly takes place in KPTL due to the following reasons.
a. New project
In cases of new projects like, Power transmission and distribution, oil and gas infrastructure,
engineering, procurement and construction, railway infrastructure. So, according to the
requirement of employee on different sites the vacancies are generated by the department head.
If the new project requires new skills, then recruitment also takes place.
b. Employee resignation
In case, if employee wants to leave the organisation due to some reason so for the replacement
of existing employee the urgent vacancy is generated.
c. Employee retirement
If retirement of employee happens in between then the recruitment is required.
4.1.2 Selection Process
Manpower Requisition
Approval process
Interview process
Selection
Follow Up
Induction & Orientation

Step 1: Manpower Requisition

In simple terms, “Manpower requisition means identifying the need for manpower.”
Hiring manager fill out job requisition when they wish to create a new position or refill an
existing vacated position. A job requisition offer includes the: position title, the name of
approvals, location, and MRF number. At KPTL it is done according to the need of the
departments (division).
Step 2: Approval process

It talks about the approval of manpower requisition form which is filled by department head.
At KPTL, the approvals of two departments are required, namely:
a. Business unit
b. HR Department
So, there the approval of the business unit and HR department is required for further process
without their approval the recruitment can’t proceed further.
If there is new recruitment in corporate office than it requires MD (Managing director)
approval, in registered and head office.
Step3: Interview process

Interview processes of KPTL include too many tasks. In KPTL there is one department called
talent acquisition (T&A) for the purpose of recruitment.
First, it starts with finding the right candidate for the right place. So, our company uses both
internal and external methods of recruitment. Internal methods include employee reference and
job portal (like, LinkedIn, Naukri.com, indeed) whereas external method include campus
placement.
Second step is about the screening of the candidate CV. In this, they analyse the CV and after
that some candidate are shortlisted according to their profile. After that T&A department make
telephonic calls to candidate for checking their profile according their CVs and their interest in
job change. Before setting the interview with candidates, sometimes department set a
telephonic call or video conference interview of candidate with the department head.
Third step is setting the final interview of candidate. Here the candidates are called for the
setting final schedule of interview, according to the interviewer and candidate preference the
schedule are made.

The details of interview schedule are confirmed by emailing the schedule to the candidates and
it also includes the attachment of application form. So, after the interview the final selection
are done on the bases of candidate performance.
Sometimes KPTL arranges career anchor survey to know the employee’s strength-weakness,
capabilities, area of interest, expertise which help in selection process of candidates.
Survey is also known as ‘Richmond survey inventory’ – career anchor survey.
Step 4: Selection
After the interview the candidates are finally selected for the right place.
Here, the major decisions regarding salary and role are negotiated. Offer letter are given to new
joiner. The information about the job, duties and responsibilities are provided by in description.
Step 5: Follow up
At KPTL, the follow up is done for the purpose for to being in-touch with the new joiner and
providing him/her basic facilities, it also includes tasks of on-boarding and hand holding.
On-boarding also known as organisational socialisation, refers to the mechanism through
which new employee acquire the necessary knowledge, skills and behaviour in order to become
effective organisational members and insider.
Hand holding means providing guidance, assistance, encouragement or aid and support lessen
anxiety to employees.
It also includes providing accommodation facilities, travelling facilities for new joiner, its talk
about the basic facilities.
Important thing is to be connected with an employee and know his/her level of interest in
joining and make sure that he/she has put resign in his/her current company and send copy of
his/her resignation letter to you.
At KPTL, they made a specific “checklist” which includes the list of documents which are
required before joining. The applicant who is selected has to submit the each and every
document which is in checklist. The checklist is also used in HR audit. According to sequence
of the document in checklist the task of HR audit is performed. The Following listed are the
documents processed.

Table 6: Documents verified by recruitment team
1. Manpower Requisition Form (MRF) 19. Form -2 for provident fund

2. Offer letter 20. Address proof (License, passport)
3. Appointment letter 21. Aadhar card copy
4. CV/Bio-Data 22. PAN card copy
5. Application form 23. School leaving certificate
6. Interview assessment sheet 24. Medical fitness certificate
7. Bank Cheque 25. Pre-Employment medical test/
examination
8. Job description 26. Employee background verification
9. 4 Photographs 27. Experience certificate
10. Joining letter 28. Pay slip
11. Family declaration form 29. Qualification certificates
12. Family member details form 30. Reliving letter
13. Company Identity card form 31. Resignation letter
14. Mediclaim policy 32. Salary certificate
15. Swagat declaration form 33. Reference check
16. Ethics and Code of conduct 34. Commitment form
17. Sexual harassment 35. Feedback form
18. Form-F for gratuity
Source: Drawn for the purpose of internship as per the information from HR Manager.
Step 6: Induction and orientation
Induction means to welcome new comers and get familiar with the new surroundings, company
policy, and other colleagues. Orientation means basic information about the employer
organisation to the fresher.
In induction the employee will get known about the company’s journey, achievement, vision,
company’s product and group, organisation structure, the brief information about company’s
value, code of conduct.

KPTL welcome the new joiner by giving them “Swagat” booklet. It has brief information about
the company’s profile, HR policies, achievements, and information about employee’s
engagement activities. They also provide “welcome kit/ induction kit” for senior new joiner
The welcome kit has basic stationary, executive diary, book of achievement and awards,
performance review cards, code of conduct. If the new joiner’s functions are related to site and
plants, then plant visit is also arranged for new joiners.
New joiners are also introduced with their department and department head, HR department
and HOD. HR department also give an organisation tour to the new joiner for make his/her
familiar with organisation place. New joiner also gets an id-card, company email-id, laptop or
desktop for the working purpose.
4.1.3 On Boarding:
The concept of On Boarding is one used in the context of business and human resources that
refers to the process of orienting new employees in a manner that aids in overall retention. It
goes beyond what we’ve come to know as orientation. This process focuses on employees to
become acclimated to their new workplace in a timely fashion and bringing them “on board”
with regard to company culture, understanding of job function and overall comfort level.
Continue reading this article to learn helping more about the ways in which companies are
making new hire training and orientation more comprehensive and some best practices that are
being implemented across industries.
Making new personnel feel welcome in the workplace accomplishes a few things. It helps them
to achieve an understanding for the ways in which things are done there. It also provides an
understanding of the values and characteristics that are important to the corporate culture. Thus,
new employees are better able to assimilate with their colleagues and feel a part of things more
quickly.
The transition is smoother and also leads to the employee feeling a sense of purpose and
belonging. An emphasis on expectations is provided during on boarding, as well as thorough
job training. This combination gives new staff members a sense of competency and confidence.
Overview and Purpose of On Boarding in KPTL:

Employers and recruiters are beginning to see that a quick introduction to the job is not an
effective way to achieve employee competence and understanding. In order to cultivate a
workplace in which staff members understand every aspect of their positions, perform their
jobs well, feel valued among their co-workers and possess adequate job satisfaction is to invest
in an introduction program that meets a variety of needs.
A good program, by most standards, helps new employees to feel welcome on the job and
minimises the time it takes for recent hires to become productive in their positions. The ultimate
goal of such comprehensive development activities is to achieve improved retention rates,
limiting the cost and hassle of high turnover.
4.1.4 Learning and Development
Kalpataru power transmission limited provides training to the new joiner and the company also
does huge expense on the training. Here are the details of the training. The procedure for
training may be listed as follows:
Purpose:
Purpose of training is to make employees aware about the new techniques of having their
existing jobs and refresh periodically for the existing job through internal as well as external
trainers.
Scope:
All the existing employees including worker, staff, Managers, Functional heads and all the new
recruited would be provided with the training. The procedure includes right from identification
of training to review of training effectiveness.
Responsibility:
Human Resources Department (HRD) is responsible for identifying the training need for all
the employees in the organisation with active support from the respective section/department-
in-charges. Having imparted the training through various resources, the department is also
responsible for its review with the help of Management Representative.
Management Representative is responsible for identifying and providing training related to
Management system.

HRD Head is overall responsible for coordinating training activities with the Functional heads.
He is also responsible for maintaining training records and competence records. Functional
heads are overall responsible for identifying training need for their staff also to coordinate with
HRD Head regarding training activities.
Project Head / Site HRF at site is responsible for identifying training need for the staff and
workforce considering the requirements of Management system, site related activities and the
applicable legal requirements to be followed at site. Site HRF is also responsible to maintain
records of training provided at site.
Training need identification and training planning at KPTL:
1. Training needs are identified every year and recorded in SAP system.
2. HRD will prepare the summary based on the identified training needs.
3. Prepare a training calendar and publish it between 01 to 07 of every month
Training identification and planning at construction site:
Training need of individual are identified based on the followings.

• On job review/ feedback from the supervisory personnel.
• Adaptation of new equipment’s / technology at site.
• Ongoing environment and safety requirements.
• Site HRF will prepare the summary based on the identified training needs.
• Training are planned and recorded in the training calendar in consultation with the project
head /site HRF.
In-house Training (with external / internal faculty):

HRD /Project head or site HRF will organise training programs planned in our Training
Calendar to fulfil the above TNI using external or internal faculty members. HRD / Site HRF
will maintain the attendance record of the participants attending the training programs. This
will be maintained in the format Training Attendance Sheet. The planning of training is done
as under:

• Training in-charge / training coordinator / site HRF will identify the trainers (external /
internal) for every program and schedule the training accordingly.
• External trainers will be selected by Training In-charge / training coordinator/ site HRF
based on their experience, educational background, client list, cost of training etc.
• Internal trainers will be selected by Training In-charge / training coordinator/ site HRF
based on their knowledge and exposure about topic, good communication and presentation
skills, etc.
At the end of the program, a feedback form will be circulated by HRD called Training Program
Feedback form and a summary will be prepared based on the participants‟ feedback to measure
the program effectiveness. Effectiveness of Training shall be measured for the programs
conducted. This shall be carried out by any of the following means:
1. Effectiveness evaluation by self and their HOD / reporting officer after 30 days of attending
the program using training effectiveness form.
2. Pre and post training questionnaire on content of training.
Annual Review of Training Activities:
HRD head / Plant head would organise formal meeting with respective in-charge to review the
training activities undertaken within the year and further identifying the need for the next year
and also identifying the training faculties as well as the methodology of training. Competency
/ skill Matrix of each employee is collected by HR from concern functional heads every year.
Records of competency / skill matrix are maintained in SAP ESS System. In case of new
joiners, a competency / skill matrix will be collected at the time of their confirmation from
respective functional heads. Project Head / Site HRF would organise formal meeting with
respective in-charge to review the training activities undertaken within the year and further
identifying the need for the next year and also identifying the training faculties as well as the
methodology of training. Site HRF will maintain competency / skill matrix for all the
employees. If company wants to make any change in training process the submission of change
note and its approval is required.

4.1.5 Employee Engagement
At KPTL, our ingrained culture, embedded values and friendly processes will make our people
integral and enduring part of the Kalpataru Parivar. The Company grooms and nurtures skills
and capabilities, and inspiring people to attain both personal and professional success.
The passion of an individual can lead him to great heights and when an individual believes that
he must absolutely carry people along on his journey, that passion is translated into Kalpataru
Power Transmission Limited. At Kalpataru Power, we hold the distinction of being one of the
leaders in the power transmission industry not only because of the kind of work we do, but
most importantly because of the kind of people we nurture, groom and take along with us on
our journey of success.
We believe that in order to build a vibrant culture it is important to align our talented workforce
with the organisation’s strategy; this makes us more likely to succeed in national and global
markets.
Culture is created by design; it is an organisation ‟ culture that shapes its values and the right
values determine the future. We build our growth on a culture of collective success which
drives the value system of our organisation on principles of ethical business practices, customer
centricity and dignity and happiness at work for our people.
Some Employee engagement activities of KPTL are:
HR & You!
At KPTL, we offer a wide variety of initiatives that serve as catalysts of holistic development
of our employees and also as tools to foster, happiness at work‟. Initiatives:
1. Gyanodaya
Building and enhancing competence of our employees is an important initiative
for us. Gyanodaya encompasses both behavioural and technical competency modules.
Kalpataru Power Transmission Ltd has a well- established Learning & Development
orientation within the organisation and taking a step forward through, Gyanodaya KPTL

endeavours to help employees achieve better personal performance while enabling the
organisation in enhancing operational excellence.
2. Kalpa-Saathi
We believe that familiarising new joiners with the organisations Culture, Systems and
Processes by assigning them a, Kalpa-Saathi‟ helps them easing into the culture and
environment of the organisation.
3. Swagat
SWAGAT is a 2 days Employee Orientation Program, specially designed for all new entrants.
The objective is to introduce them with our vision, values and culture. The orientation program
ensures that all new entrants are well information about various process / departments of the
organisation.
4. Coffee with HOD

Sharing a cup of coffee gives us a chance to learn important information about our self, our
employees, our company and even our competitors. Employees get an opportunity to know
each other in a more casual and relaxed environment.
5. Maan Ki Baat – Interaction with new Joiners

Interacting with the new entrants at regular intervals to provide necessary support and guidance
required for smooth sailing within the organisation. Maan Baat‟ focuses on concerns /
suggestions / ideas, etc. the new entrant has to share.
6. “Kalpa – Gaurav” Reward & Recognition Policy

Encouraging employees towards outstanding contribution to the organisation and recognising
such efforts through rewards and appreciation.
• Encourage Trust, Pride and Enjoyment at work and from work.
• Promote a Performance Oriented culture that encourages continual innovation and
improvement.
• Recognise efforts and results instantly to increase employee involvement & engagement.

7. Career Progression Review

To map employee’s career path within the organisation and to analyse and understand, how
their journey in KPTL has been and what motivates them in this organisation.
8. Speak-Out Communication Meetings

“Speak-Out” provides employees with an opportunity to understand the organisations progress
on the business front and giving them a platform to raise their questions about the way forward
set by management.
At KPTL there is birthday celebration on starting of every month. The invitation is sending to
all employees of company via emailing. The cake cutting is done by all employees whose have
birthday in that particular month. The gift vouchers are given to one employee by selecting
him/her randomly at cake cutting ceremony. The employee engagement head and employee
make monthly calendar for employee engagement activities. In summer vacation company also
organised summer camp activities for employee children.
HR
Profile
Talent Talent Management Talent Retention. Carrier Pay Role

Acquisition. Development.
(Learning & Development- (Time keeping).
Organisational Development).

4.2 Structure of Department
The Human Resources Manager is in charge of the daily activities of the team. The Senior
Human Resources Executive is involved in the firm’s recruitment activities, the Human
Resources Administrator is involved in administrative activities, such as ensuring that the
employees’ visa and visa-related documents are up to date and that the Manager of Personnel
are responsible for the payroll processing of employees. The hierarchy of departments can be
described as follows:
Business Head
Vice President
General Manager
Assistant General Manager
HR Manager
Figure 19: Source: Drawn for the purpose of internship as per the information from HR Manager
4.3 Decision Making Process
• Approval from the department Vice President
• Approval from the HR Manager/General Manager based on the priority

of decisions to be taken
• Planning and scheduling of the requirement by HR team
• Discussions with manager heads of each department

The decision-making process within the human resources department is related to decisions
about how many employees are required or should be added to each of the departments. The
requirement of the number of employees of each of the departments is understood in the
discussion with the respective heads. Planning and programming of the requirements is carried
out to understand the number of employees that must be added. This requirement is then
discussed with the human resources manager and approval is taken. This is finally agreed by
department heads. The human resources team is mainly involved in the planning, recruitment
and programming of the workforce. In this way, the team participates in understanding the
requirements of a department at the time of difficulty.
4.4 Departmental Objectives

The main objective of the department is to increase the revenue of the organisation. Unlike the
traditional recruitment and selection method, the human resources team also participates in the
strategic management of the company. The main departmental objectives include the
following:
• Promote quality thinking in the organization.
• Become the customer focused on setting goals and objectives.
• Enhance talent acquisition, that meets the requirement of the company.
• To ensure that a correct record of employee details is maintained within the organisation.
• Establish policies and procedures for the best functioning of the firm.
• Provide continuous training / education facilities to employees.
• See human resources as an asset that contributes to the overall development of the
company.
4.5 Department Competencies
The combination of observable and measurable knowledge, skills, abilities and personal
attribute that contribute to enhanced employee performance and ultimately result in
organizational success can be described as the competency. KPTL focuses on business ethics,
customer centricity, respect, pride, quality and team work. The nurturing of these qualities has
resulted in the overall improvement in the human capital as well as the organization. The
human resources department is much focuses on the development of these competencies and
are described in figure as follows.

.
4.6 Key Result Area
.

Key Result Areas

The key results area (KRA) of each employee is aligned with the strategic plan of the
organisation and are key factors that contribute to the overall success of the organization. The
human resources department of KRA includes the following:
Talent Acquisition Effectiveness
• Formulate and implement the best practices, policies and initiatives of RR. H H. Directed
to the welfare and retention of employees.
• Supervise the entire recruitment life cycle to obtain the best talent from various sources after
identification of labour requirements.
• Manage the evaluation process through the levels and establish a framework to justify the
performance evaluation system linked to the management of rewards.
• Manage the entire performance evaluation process at all levels and establish a framework to
justify the performance evaluation system linked to reward management.
• Identify training needs through levels by mapping skills required for particular positions and
analysing the existing level of competencies.
• Conduct exit interviews and supervise separation actions such as complete and final
agreements
Employee Welfare & Engagement:
• Ensure the resolution of employee complaints by adopting methods such as advice and the
establishment of a work committee.
• Undertake employee engagement activities and a policy-driven process for various
employee celebrations and reward the best employees for their performance.
Training & Development:
• Identify training and development needs within an organisation through work analysis,
evaluation schemes and regular consultations with immediate managers.
• Design and expand training and development programs based on the needs of the
organisation and the person, as well as develop effective induction programs.

Industrial Relations:
Liaison with the government. Authorities such as the factory inspector, the labour
commissioner, the electrical inspector, environmental safety, etc.
Manage all activities to obtain a new approval procedure for the License and Drawing Factory
for new or future projects, especially with reference to plant automation.
Work in compliance with all statutory acts related to labour laws, including the Law of factories
for the work environment in the factory, the Law of labour contract applied to the Law of
contractual work and Industrial work for industrial workers.
Coordination with legal experts and assistance in judicial, disciplinary and legal matters.
Send statements and forms of consolidated labour laws together with the representative
organisation in the QMS and EMS audits.
General Administration:
• Manage all administrative activities, such as the maintenance of office equipment,

transportation, cleaning and maintenance of the office and the maintenance of records of
office supplies, including various formats.
• Supervise compliance with legal regulations and compliance with various government
agencies; Monitoring of disciplinary matters and legal matters.
• Ensure compliance with legal compliance in the areas of Factory, Industrial Relations and
social security laws, as well as participate in the modification of the wage rate schemes per
piece.
• Prepare MIS reports on a weekly / monthly or quarterly basis.

Chapter 5
KEY LEARNINGS
5.1 Introduction
The two months internship was a learning experience. During this internship program was able
to learn the key activities in the HR department. The HR activities include recruitment and
selection, planning and organising the work force and also was indulged in the administration
activities.
5.2 Job Description
Responsible for performing HR generalist activities and also to provide support on several
administration activities. The key learning during this two-internship program includes the
following:
• Developing, implementing and evaluating training programs for company’s executive

levels.
• Assuring the appropriate conduct of Employee engagement programs.
• Develop documents and records for finding Skill gap.
• Development of internal magazine for the year 2019-20.
• Prepare Monday motivational messages based on companies’ values & the knowledge-
base.
• Work proactively with team.
• Support in the union of procedures and induction process.
5.3 Theoretical Background
5.3.1 Planning and scheduling
Planning and programming are distinct but inseparable aspects of successful project
management. The planning process is mainly about selecting the appropriate policies and
procedures to achieve the project's objectives. The programming converts the action plans of
the project to the scope, cost of time and quality in an operative calendar. The translation of
the project criteria for the scope, time, cost and quality and requirements of human resources,

communications, risks and acquisitions into a viable "machinery" for the project team is a
critical interface point for the project. Project team. Taken together with the project plan and
budget, the program becomes the main tool for project management. In addition, the integrated
cost and time schedule serves as the fundamental basis for monitoring and controlling project
activity throughout its life cycle.
Manpower planning or Human resource planning is the process by which an organisation

ensures that it has right number and kind of people, at the right place, at the right time, capable
of effectively and efficiently completing those tasks that will help the organisation achieve its
overall objectives. Manpower or human resource planning aims at ascertaining the manpower
needs of the organisation both in right number and right kind. It further aims at the continuous
supply of right kind of personnel to fill various positions in the organisation.
In KPTL, the manpower is planned by the Program Management Group (PMG) for each project
and the department in-charge should report it to the Department of Human Resource
Management. The planning should be supported with job description, job specification,
educational qualifications, experiences etc. The Department of Human Resource Management
has to report the planned manpower with the management and get the finalisation of manpower
planning. The qualifications and experience should be according to the prevailing laws and
regulations. If not, that will be intimated back and then eligible resources are found from the
talent acquisition database.
The department makes necessary change in the planned manpower when the additions or
deductions in the servicing or departments. The department in-charge has to intimate with the
Department of Human Resource Management about the vacancies and vacant posts. It is the
responsibility of the HR department to document the manpower requirements for each
department at the beginning of the financial year, for the entire year. Based on the business
operations, temporary staffing is also done in the organisation. Temporary staffing is
considered as the reduced cost method of staffing. But, the decision of appointing the contract
employees must be approved by the trade unions.
All requirements to the organisation shall therefore be done on a merit against approved job
roles and after a due process of selection by team of experts who shall assess skills,
competencies, attitude and job and organisation fit of the candidate. Recruitments shall be done
against an approved manpower budget, staffing requisition and job description.

5.3.2 Recruitment and selection
According to Edwin B Flippo, “Recruitment is the process of searching the candidate for
employment and stimulating them to apply for jobs in the organisation”. It is the linking activity
that brings together those offering jobs and those seeking jobs.
It is the process of identifying and encouraging prospective employees to apply for jobs.
Recruitment is a positive process as it seeks to attract as many candidates as possible while
selection is a negative process as it seeks to eliminate as many unqualified applicants as
possible in order to identify the right candidates.
Sources of recruitment includes:
a) Internal sources
b) External sources
a) Internal sources:
The internal sources of recruitment include:
• Promotion
• Transfer
The promotion of the employees is done through succession planning by the talent
Management team. Promotions and transfer are given to employees on the basis the
performance appraisal of the employees.
b) External sources:
The external sources of recruitment include:
• Recruitment at factory gate

• Advertisement
• Employment agencies
• Management consultants
These modes of recruitment are used for appointing new employees into the organisation. The
recruitment requirements of each department is decided on the basis of the planning of
employees done by the HR department.

5.3.3 Selection
Selection involves a series of steps by which the candidates are screened for choosing the most
suitable persons for vacant posts. The process of selection leads to employment of persons who
possess the ability and qualifications to perform the jobs which have fallen vacant in the
organisation. It divides the candidates for employment into two categories, namely- skilled and
unskilled labourers.
Selection of the candidate starts from the receipt of application followed by the scrutiny of the
application and application which satisfy the medical requirements will be sorted out. Then
through phone or mail the selected applicants is contacted for the interview. They would be
informed about the interview date and time, for skilled employees. But for unskilled employees
they are intimated to report directly to the factory, where the physical test is conducted by the
plant in charge along with the plant HR, and they are mostly rejected or selected on the basis
of medical and physical capability.
For skilled labours the interview will be coordinated by the HR department. The interview of
the candidates to each department will be conducted by the department heads. Based on the
performance of employees in the interview and credentials they are selected. The selected
candidates’ credentials should be verified and then should intimate to the candidate about the
selection. The offer letter should include the time and date of joining, job description, job title,
salary and all information related to the job and appointment.
5.3.4 Induction program
Orientation or induction is an important part of the process of socialisation of a new

organisational member or employee. It covers the activities involved in introducing a new
employee to the organisation and his work unit.
Edwin B. Flippo has defined induction as the welcoming process to make the new employee
feel at home and generate in him a feeling of belongingness to the organisation. It is the
beginning of fusion process which helps integration between the organisational goals and the
personal goals of the new employee. Planned induction welcomes the new employee, creates a
favourable attitude, reduce labour turnover and increases commitment and productivity.
The purpose of induction is to provide the necessary information, resources and motivation to
assist a staff member to adjust to a new work environment and to encourage the development

of loyalty and enthusiasm towards the hospital. It is the responsibility of the HR manager to
give a proper induction program to the new employees.
At KPTL on the first day of the joining, employee has to report to the HR department for the
following process:
• The mail id preparation of the new employees (outlook official email Id created)
• Bank formalities.
• Certificate verification of original documents.
• Any ID showing the name and address along with the date of birth of the employees.
• Two photographs of passport size in dimension.
• After the verification a temporary Id is created and is given to the employees.
• Biometric recording is done for the access to company premises.
• Forms have to be filled to complete the payroll management and Provident Fund
Management
The Induction shall be conducted at a centralised location and it shall be common for all
functional categories of employees. The Induction program shall cover aspects such as
• Welcome Note
• Kalp Sathi is given to new employees to introduce to new environment
• Kalp Sathi introduce to the physical layout of the organisation
• Introduction to key people
• Introduce to Learning Management System (LMS) of the company and create account to
access the LMS modules.
• Vision or Mission of the organisation
• History of the organisation and the awards and recognitions that the KPTL achieved.
• Different departments and their introduction.
• Each departmental key competency and their achievements.
• Standard operating procedure of KPTL.
• Manufacturing plant and the rules to be followed inside and outside the premises.
• Employee benefits and compensation for each level.
The Department of Human Resource Management gives proper socialisation to the newly
appointed employee. The Human Resource Management department should coordinate the
orientation programme for the new employee with the respective department. Department of

Human Resource Management should make sure that the employees are properly oriented to
the work and should record properly.
5.3.5 Training and development
Training is an organised activity for increasing the knowledge and skills of people for a definite
purpose. According to Edwin B. Flippo, “Training is the act of increasing the knowledge and
skills of an employee for doing a particular job”.
Training makes newly appointed employees fully productive in the minimum of time. Training
is equally important for the old employees whenever new machines or methods are introduced.
The managers are continuously engaged in training their subordinates. In KPTL the employees
are updated with the current technologies and trends in the market. They should ensure that
any training programme should attempt to bring about positive changes in knowledge, skills
and attitudes of the workers.
The motive of this initiative is to:
• Align and incorporate learning with priorities across all levels of the Organisation.
• Integrate best practice concepts, standards and frameworks into practice.
• Provide and promote appropriate and innovation learning options.
• Lead and manage learning effectively and efficiently.
• Evaluate learning and development.
• Reduce the skill gap and improve the skills of the employees.
• Identify the unique skills and make sure that they retain in the organisation.
• Ensure that, the trainings are giving positive outputs with respect to the work that they
perform.
• Make the organisation competent enough to deal with the adverse technological changes.
5.3.6 Performance Appraisal
Performance appraisal means systematic evaluation of the personality and performance of each
employee by his supervisor or some other person trained in the techniques of merit rating. To
quote Dale Yoder,” Performance appraisal includes all formal procedures used to evaluate
personalities, contributions and potentials of group members in a working organisation. It is a
continuous process to secure information necessary for making correct and objective decisions

on employees. The performance appraisal method adopted in this organisation is 360-degree

appraisal method.
Performance appraisal will be based on pre-defined KRAs set by HR which is discussed with
the employee at the start of the year. In the Month of April, the HR initiates the Performance
appraisal process with the Heads and relevant comments based on Key-Result Areas (KRAs)
in the appraisal form. Comments pertaining to growth, efficiency, performance and behavioural
traits are clarified. The same is submitted to HR Manager for approvals. Based on
performances, the employees are rated on a scale of 1 to 5, 5 being the highest. In accordance
to the score, the employees are ranked and the compensation increment is based on the
ranking/merit. KPTL follows a policy of monthly appraisal, so that the feedback from the
manager can be taken in as a reference for the future work.by the immediate manager, followed
by a discussion with the employee. Later, yearly appraisals are also provided, based on which
the ratings for the entire year is given.
5.3.7 Training Need Analysis
A training needs assessment identifies individuals' current level of competency, skill or

knowledge in one or more areas and compares that competency level to the required
competency standard established for their positions or other positions within the organisation.
The difference between the current and required competencies can help determine training
needs. Rather than assume that all employees need training or even the same training,
management can make informed decisions about the best ways to address competency gaps
among individual employees, specific job categories or groups/teams.
Assessments can be conducted at any time but are often done after hiring, during performance
reviews, when performance improvement is needed, for career development plans, for
succession planning, or when changes in an organisation also involve making necessary
changes to employees' jobs. It is beneficial to perform these assessments periodically to
determine the training needs of an organisation, employees' knowledge and skills, and also
training program effectiveness.
Step 1: Identify the Business Need
A training assessment is the first step to any successful training program and is also a critical
aspect of succession planning. Conducting this analysis allows an organisation to focus its
efforts on areas of training that are necessary for employees to successfully carry out the

organisation’s goals, make optimum use of the company's training dollars and motivate
employees by contributing to their career development. The person conducting the training
needs assessment must clearly understand the overall organisation and department goals and
priorities, so he or she can properly assess the training options and identify which training
opportunities will contribute most to the overall success of employees, the business units and
the organisation as a whole.
Step 2: Perform a Gap Analysis
Performing a gap analysis involves assessing the current state of a department's or employee's
performance or skills and comparing this to the desired level. The difference between the
existing state and the desired state is the gap. There are many different methods for conducting
a gap analysis. The method for identifying the gap will depend on the organisation and the
situation. Depending on the situation, it may be helpful to use one or more gap analysis
methods. Some gap analysis assessment tools are the following:
HR records: HR records can include accident and safety reports, job descriptions, job
competencies, exit interviews, performance evaluations and other company records such as
production, sales and cost records. For example, if a department has a dramatic increase in
workplace accidents, then it would be important to review accident reports as part of the gap
analysis prior to conducting safety training.
Individual interviews: Individual interviews may be conducted with employees, supervisors,

senior managers and even sometimes clients/customers or outside vendors. If an organisation
is providing safety training, talking with the employees who not only had the accidents but also
witnessed the accidents would be advisable. In addition, talking to employees who have never
had accidents could be useful in creating a training program that includes a standard of safe
practices. If the accidents involved equipment, it may be beneficial to talk to the vendor that
manufactured or serviced the equipment. The information gathered can identify the gaps that
an organisation needs to address. A company and its employees can benefit from new training
opportunities as a result of the training needs assessment.
Focus groups: Unlike individual interviews, using focus groups involves simultaneously
questioning a number of individuals about training needs. Best results occur with a department
or group of employees who have similar training needs. The participants brainstorm about all
the training needs they can think of and write them on a flip chart. Then each person is provided
perhaps five dots or sticky notes (employers should provide the number of dots or sticky notes

that will work best for the organisation). Each individual places his or her dots or sticky notes
on the training ideas he or she believes are the most important. An individual could choose to
place one dot on five different items, or all five on one training item.
Surveys, questionnaires and self-assessments: Surveys generally use a standardised format and
can be done in writing, electronically or by phone. Depending on the situation, it may be helpful
to conduct surveys with employees as well as with customers. When conducting a customer
service training needs assessment, employers should ask employees what would help them
provide better customer service. Employers should also obtain opinions from customers about
their experiences with employees.
Observations: Sources for observation include a supervisor's direct observation and input, on-
the-job simulations of work settings, and written work samples.
Step 3: Assess Training Options
The gap analysis generates a list of training options and needs. Now the list is assessed based
on the goals and priorities of the organisation, both currently and in the future. A scale of 1 to
3 could be used with number 1 being critical, 2 being important and 3 being not important. The
factors on which the training options can be assessed are the following:
Cost: Cost of training is a significant factor that needs to be weighed in terms of importance.
Depending on the situation, the organisation may be willing to invest a significant amount in
one training but not in the others listed due to organisational priorities and finances. Here is the
formula to calculate the total cost of training:
Number of Employees Trained X Cost of Training = Total Cost of Training
Return on investment: Return on investment (ROI) is a calculation showing the value of

expenditures related to training and development. It can also be used to show how long it will
take for these activities to pay for themselves and to provide a return on investment to the
organisation.
Legal compliance: If any of the training needs from the gap analysis are required legally (i.e.,
by federal, state or industry laws) or to maintain employee licenses or certifications, then these
trainings would be a high priority.
Time: Sometimes the amount of time involved to build the capacity within the organisation
will affect its operational needs as it can interfere with the employees' ability to complete other

job duties. In this case, it may be more beneficial to hire the talent from outside the organisation
or outsource the task to fill in the skills gaps. In other cases, like succession planning, the
organisation can afford a long-term commitment to building the capacity from within.
Remaining competitive: Perhaps there exists minimal knowledge/competencies in a new

product or service that is negatively affecting company revenue. The employer can provide the
needed training to its employees so that the new product or service generates or exceeds the
desired revenue. In this situation, the company benefits from the increase in revenue, therefore
outweighing the cost of training.
After all the training needs/options have been assessed, the HR professional will have a list of
training priorities for individual employees, departments or the organisation as a whole.
Step 4: Report Training Needs and Recommend Training Plans
The next step is to report the findings from the training needs assessment, and make
recommendations for short- and long-term training plans and budgets, starting with the most
critical priorities from the training option list. If there is a timeline for any of the trainings, such
as a deadline to satisfy training obligations for legal compliance purposes, then they should be
budgeted and scheduled accordingly. The report should include a summary of why and how
the assessment was completed, the methods used and people involved, and the training
recommendations with a general timeline.
Considerations for the report and recommended training plans include:
• What training is already being offered, and should it continue to be offered?

• Will the training be conducted in-house or externally?
• Does it make sense to bring in a trainer to train several employees on the same subject
matter, rather than send everyone to an off-site training?
• Does the company have the subject matter expertise within HR, the training department or
another department to conduct the training?
• Can and should the training be conducted online?
• What is the learning style of the participants?
• Are all participants at one location or multiple locations, or are they decentralised?
In evaluating the training need assessment, the 70-20-10 Model for Learning and Development
is widely used in KPTL. The 70-20-10 Model for Learning and Development is a commonly

used formula within the training profession to describe the optimal sources of learning. It holds
that individuals obtain 70 percent of their knowledge from job-related experiences, 20 percent
from interactions with others, and 10 percent from formal educational events.
The model was created in the 1980s by three researchers and authors working with the Centre
for Creative Leadership, a non-profit educational institution in Greensboro, N.C. The three,
Morgan McCall, Michael M. Lombardo and Robert A. Eichinger, were researching the key
developmental experiences of successful managers.
The 70-20-10 model is considered to be of greatest value as a general guideline for

organisations seeking to maximise the effectiveness of their learning, and development
programs through other activities and inputs.
The model’s creators hold that hands-on experience (the 70 percent) is the most beneficial for
employees because it enables them to discover and refine their job-related skills, make
decisions, address challenges and interact with influential people such as bosses and mentors
within work settings. They also learn from their mistakes and receive immediate feedback on
their performance.
Employees learn from others (the 20 percent) through a variety of activities that include social
learning, coaching, mentoring, collaborative learning and other methods of interaction with
peers. Encouragement and feedback are prime benefits of this valuable learning approach.
The formula holds that only 10 percent of professional development optimally comes from
formal traditional courseware instruction and other educational events, a position that typically
surprises practitioners from academic backgrounds.
The model continues to be widely employed by organisations throughout the world. Based on
the analysis of the employees by their immediate manager, their training needs are sorted and
a calendar will be shared by these managers, indicating the training needs for each employee,
whether its need based or future skills development. After getting this feedback, training topics
are segregated and the training topics are charted for the year.

5.3.8 Training Evaluation
Kirkpatrick's Four-Level Training Evaluation Model is used in KPTL to evaluate the training.
Donald Kirkpatrick, former professor emeritus of the University of Wisconsin, first published
his model in 1959. He updated it in 1975, and again in 1993, when he published his best-known
work, "Evaluating Training Programs."
Each successive level of the model represents a more precise measure of the effectiveness of a
training program. It was developed by Donald and his son James; and then by James and his
wife, Wendy Kayser Kirkpatrick.
In 2016, James and Wendy reviewed and clarified the original theory and introduced the
"Kirkpatrick Model of the New World" in their book "Evaluation of the four levels of training."
One of the main additions is the emphasis on the importance of making training relevant to
people's daily work.
The four levels are Reaction, Learning, Behaviour and Results. We look at each level in greater
detail and explore how to apply it, below.
Level 1: Reaction
You want people to feel that training is valuable. Measuring their participation, their
contribution and how they reacted to the training helps you understand how well they received
it.
It also allows you to make improvements to future programs, identifying important issues that
may have been missing.
Questions to ask participants include:
• Did you feel that the training was worth your time?
• Did you think it was a success?
• What were the greatest strengths and weaknesses of the training?
• Did you like the place and the presentation style?
• Did the training session adapt to your personal learning styles?
• Were the training activities attractive?
• What are the three most important things you learned from this training?
• From what you learned, what do you plan to apply in your work?

• What support would you need to apply what you learned?

• Identify how you want to measure people's reactions. Many people use employee
satisfaction surveys to do this, but they can also observe the participants' body language
during the session or ask for verbal comments.
Analyse the comments and consider the changes you could make in response.
Level 2: Learning
Level 2 focuses on measuring what your learners have learned and have not learned. In the
New World version of the tool, Level 2 also measures what they think they can do differently
as a result, how confident they are that they can do it, and how motivated they are to make
changes.
This demonstrates how the training has developed their skills, attitudes and knowledge, as well
as their trust and commitment.
To measure how much your students have learned, start by identifying what you want to
evaluate. Training sessions should have specific learning objectives, so make them your
starting point.
You can measure learning in different ways, depending on the objectives. But it is useful to
measure these areas before and after training.
Before training begins, evaluate your students to determine their knowledge, skill levels and
attitudes. Then, when you have finished the training, evaluate your students a second time to
measure what they have learned or measure their learning with interviews or verbal
evaluations.
Level 3: Behaviour
This level helps you understand how well people apply their training. It can also reveal where
people may need help. But behaviour can only change when conditions are favourable.
However, they may have learned a lot, but that organisational or team culture obstructs
behaviour change. Perhaps existing processes mean that there is little room to apply new ideas,
for example.
As a result, its people do not feel confident in the application of new knowledge, or see few
opportunities to do so. Or, they may not have had enough time to put it into practice.

Be sure to develop processes that stimulate, reinforce and reward positive changes in
behaviour. The Kirkpatrick New World Model calls these processes "required controllers." If
a team member uses a new skill effectively, highlight this and praise him for it.
Level 4: Results
At this level, you analyse the final results of your training. This includes the results that you or
your organisation have decided are good for business and good for your team members, and
that demonstrate a good return on investment (ROI). (Some adapted versions of the model
actually have a Level 5, dedicated to calculating the ROI).
Level 4 will probably be the most expensive and slow. Your biggest challenge will be to
identify which results, benefits or final results are most closely related to training, and find an
effective way to measure these results in the long term.
Modern trainers often use the Kirkpatrick model in reverse, first establishing the results they
want to see and then developing the training that is most likely to provide them. This helps to
prioritise the training objectives and make it more effective.
Measurable business improvement over period of time & Return on investment (ROI) but it
can be assed only in a long period of time.
Employee Participation:
Employee involvement is the process by which employees are involved in decision-making

processes, rather than simply acting on orders. Employee participation is part of a process of
workplace empowerment. Participation tends to improve motivation because the employee
feels more involved and involved in the organisation’s tasks. Their self-esteem, job satisfaction
and cooperation with higher authorities are also improving. Participation can reduce stress and
conflict between employees. Staff turnover and absenteeism can decrease when employees
realise they are part of the organisation. This can improve employee morale. The values and
dignity of employees are protected by participation.
• Participation involves the mental and emotional involvement of employees.
• It encourages employees to work in teams
• It's a motivational technique
• An employee can identify strengths and weaknesses.
• It is an ubiquitous function
• Employees become better by contributing to the decision-making process

5.4 Sample of key documents used

For the purpose of internship can be find in Annexure on page number 94.
5.5 Key Observations and Suggestions
5.5.1 Key observations
• The scenario for the 2019-2020 financial year is such that 94% of employees are well
equipped and fairly competent in all seven behavioural skills and concern is only for the
remaining 6%.
• Few are still missing clarity and are not very clear about the usage process of LEARNING
MANAGEMENT SYSTEMS (LMS) even though it is designed to offer business
advantages that improve performance, reducing costs, improving efficiency and increasing
student involvement. Even if employees have registered with the LMS portal which is an e-
learning portal for the employees, in order to make them self-sufficient in all company
aspects.
• KPTL is more into Effectiveness rather than Efficiency which is more understood by the
implementation of LMS in the company.
• Behavioural competencies are measured by Self-assessment, Sectional assessment, HOD,
Functional Head & even by Business Head according to the designation & position.
Expected level set by the company for M6-M11 (managers with package of 8 lakh & above)
competencies is ‘3’ & those who fall under the expected level are lacking in behavioural
competency. Through data analysis, it has been interpreted that most junior level employees
are missing in behavioural competence, only 4 people are there who are in GM and above
the GM rank that they lack these skills. ‘Learning Management System’ which mainly cater
to both the behavioural competency as well as the technical competency, explains how and
to what extent competency mapping, facilitates the organisation to function effectively.
After a survey it was found that, every job profile requires different levels of competencies
and also found that each and every employee at different job position requires competencies
but of different level the LMS is prepared on this basis.
• In addition to training and competence, it was also discovered that the KPTL is trying to
implement Elton Mayo Human Relations Theory into practice by implementing the flexible
duty timing to employee & there by giving have the freedom to choose how to complete the

task. It is noted that, groups with high norms and low cohesiveness are been found in
company, which was quite evident form the personal interview to the employees.
• The employees here are closely linked together as a family. This bond has increased them
to work as a team, despite of the diversity. Further this has boosted the employee
engagement in the company.
• The Human Resources department organises employee engagement programs aligned with
festivals in India, so that the family has also been involved in many programs and thus
creates a cohesion between the employees and even among family members.
• Training and development are provided by employees of the headquarters, as well as from
different sectors of the plant. These training programs are held for three to ten days,
depending on the position in which they are recruited. The training includes real time
introduction to the plant and manufacturing units are done in order to have thorough
understanding of the process and contingencies that come across during the working hours.
• At KPTL plant, about 70% of employees are hired according to a contract. Therefore, the
company must not give any bonuses or other compensation to workers and has helped the
company reduce employee recruitment and retention costs.
• The central procurement team of companies is responsible for the collection of raw materials
mainly steel, cement and all common and bulk raw materials that are required of all its
subsidiaries so that the company can reduce the cost of raw materials for the purchase of a
wholesale quantity and give opportunities to bargain with suppliers. Sometimes it is through
the online offer system that the raw material for production is collected.
• An online connectivity portal across the KPTL, is maintained, through which the major facts
and events in the company, are communicated to all its employees. This portal can be logged
in by any worker at any point of time, to know any information related to the company.
• At KPTL, the month of MAY-JUNE is fixed for releasing its TRAINING CALENDAR for
the entire year which contain both behavioural and functional competencies. This calendar
contains location, BU (Business Unit), trainer and month wise training programs to be held.
• Company is planning to implement Job rotation.
• KPTL is not much investing in R&D especially to the design department.
• Safety officer are not always present in the Gandhinagar factory; this is a major concern.
Some workers do not use the mask in the galvanising zone. This is very dangerous because
highly contaminated and dangerous fumes are emitted from these areas.

• Machines in Gandhinagar plant are placed closely it causes congestion & leads to accidents.
Few accidents had happened in same area even though it is not recognised by management.
• Recruitment are mostly through referral policy. It accounts for about 91%.
• Communication issue among departments especially for data or on some activities. HODs
are not taking full responsibility of his team.
• HODs are not convincing his/her team, on the reason behind management decisions and this
makes employees less confident on the HR team. This in turn creates issues of addressing a
huge number of employees for their queries and grievances. And it is found out that some
HOD’s put blame on HR department on not providing increment, by blaming the bell curve
performance system & thus create fumes in the minds of workers.
• Knowledge-base of company is poor the proper recording of activities is not taken place.
Only very few top levels employees experience during some difficulties are recorded in
LMS.
• Reports and other publications released by the company shows grammatical errors. The
documents mostly listed in the company notice board seems to show high rates of
discrepancies in content, thus reducing clarity.
• Company is not following the policy of 3R’s (Reduce, Recycle, Reuse). Although the work
is done electronically, there are instances where the employees takes printouts in large
numbers. Many printouts & plastic items are used by the employees & they are not properly
disposed or recycled.
• Meetings are generally called off together so employees are not feeling free to talk to
management while their superiors are sitting.
• Employees are not aware of the company’s position in international market & domestic
market so roomers are spreading inside the company that the company is not running on
profit & it running on huge profit than the actual figure.
• Company is still following traditional methods in plants & offices
• Hydrochloric acids used in plants are not reused they are disposed after the use which is
very dangerous to environment and the people living nearby.

5.5.2 Suggestions:
Mentor-Mentee programme:
On the basis of survey taken in the company it is found out that the existing Mentor Mentee
Program implemented is not effective so company need to position the program as an
organisational strategy.
This can be done by the following measures:
• Clearly define the commitment: Successful mentoring relationships require a lot of effort.
However, incoming mentors and learners may not realise it, making it easy for them to be
overwhelmed. Clearly outline the expectations regarding time and effort at the beginning
of the relationship.
• Communicate what's inside for them: Mentoring is beneficial for both Mentors and
Mentees. The best way to achieve this is through training. Communicate benefits by posting
articles and studies with mentoring software.
• Prepare the managers: Mentors and Mentees are not the only ones should communicate
with. Managers must also be aware of the desired expectations and results of mentoring
program. They also need to know what they can do to support the programs. For this reason,
consider the possibility of implementing manager training to prepare managers for the
mentoring program. Without sufficient training, managerial expectations will constantly
conflict with the time requirements for the program. Giving them training will provide
understanding and participants will not start to skip their sessions due to management
pressures.
• Schedule of meetings: Make sure there are agendas in place at each meeting so that
participants know what will be discussed. Mentoring software or LMS can be used, it
allows participants to easily schedule program events and create notifications. The software
allows a simple successful process.
• Allow re-assignments: Everyone has the best intentions when starting a mentoring
program, but things don't always work, it is nobody's fault. Both Mentor & Mentee should
be able to contact the program administrator or the HR in charge as of now Ms. Vishwa
Bhat for a reassignment.

Recruitment process:
To automate the entire recruitment process and perform online tests for recruitment campaigns.
Although the company is updated with the new technologies, the recruiting units carried out
are offline. The advantages of online recruitment for the company includes:
• Convenience: Job ad on Facebook, Google ads, LinkedIn, Monster Jobs, can be used to
target a very specific audience. In fact, it can manage campaign effectively, can save a lot
of valuable money, while attracting candidates who fit perfectly into the vacancy.
• Immediate: Most jobs and answers are displayed in real time. This can help in increase the
efforts to attract more candidates, a different group of candidates (such as first-career
professionals rather than mid-career ones) or even to prevent candidates from applying
finding the right person for the job.
• Wider audience: Internet is a global phenomenon, with more and more users gaining access
every day, while in most developed countries, Internet use is extremely high. Therefore,
getting exposure to a huge potential pool of candidates.
• Easy to execute: The process is very simple even for the applicant, which makes it quick
and painless for interested parties to submit an application on the spot, as opposed to
sending CVs and written questions by post or emails.
• Making job announcement more dynamic: Publishing a job online or through social media
platforms gives chance to be more creative with ad; for example, it can create and attach a
short video that shows the benefits of working the company. In fact, the use of technology
can really say a lot about the culture of the company, helping to attract specific types of
candidates in the process. Companies that use technology in this way show that they are
not afraid to innovate and be open to new and interesting ways of doing things.
• Flexibility: The Internet offers a lot of flexibility regarding the control on the posts and the
applications that receive. If it’s a post in a newspaper and want to edit the job posting,
probably have to pay for a completely new ad. With online posts, most platforms will allow
to edit, update or remove work post whenever required.
• Durability: Newspapers and other forms of printed media have a very limited duration,
depending on their publishing cycle. Most classified publications have a bi-weekly
publishing cycle, which means that ad will only appear for a relatively small period of time.
Online jobs, on the other hand, will remain active until it is removed from the host website.

• Accessibility: No matter where in the world: using an Internet-enabled device and

connection, it is possible to perform all the management tasks described above. It is
possible to edit job posting, see how many responses that received and even communicate
directly with candidates at any point of time.
• Accelerate the hiring process: All these advantages lead directly to the greatest of all: an
abbreviated hiring process. It is possible to select (or even contact directly) the best
candidates as soon as their applications arrive, with the availability of integrated Applicant
Tracking Software (ATS) that also does most of the sieving work.
Promotional Activities:
• Even KPTL is an EPC company involved in business-to-business commerce, it is better to

create social recognition among minds that carry out promotional activities or publish news
or announcements about job opportunities, etc. In order to increase knowledge of society,
they can adopt more advertisements, press releases, etc.
Survey:
• Appropriate use of Survey Monkey, which is already used in the business to automate the
system to collect feedback and comments from employees. It also facilitates the analysis of
skill gaps and the effectiveness of training programs when analysing training programs.
Green Human Resources:
• Special attention can be given to Green Human Resources initiatives in the future. People
working in human resources departments, are responsible for managing the workforce of
companies. They have an important role to play in developing sustainable strategies to
protect the planet. Hence, proper awareness about the unwanted use of printouts &
excessive use of plastics must be rendered to the employees. A monitory system can be
implemented to reduce the use plastic items & the printout usage as an initial step. Later
regressive steps like paper free systems & recycling of electronic goods system also can be
implanted in company to protect the nature.
Competency Gap Analysis:
• Despite of so many trainings and online portal, initiated by the KPTL, the primary reason
identified by the company officials was regarding the competency gap, was the careless
attitude of the employees towards the organisational objectives. Hence, a pre- defined set

of behavioural competencies for each job roles in KPTL, must be intimated to the
corresponding employee, so that there won’t be any vagueness about the kind of
behavioural trait that the company expect from each employee. This bring in a clarification
of employee and attitude towards the organisational goals and objectives.
Job Rotation:
• Job rotation is not at all required for contract employees, as contract employees are all
experts in their field. Vocational training may be provided to contract employees for any
immediate requirement erases. Job rotation need to be implemented for the permanent
company employees as it reduces the layoffs.
R&D investment:
• Investment in R & D is beneficial to improve the design and quality of products and
services. Not only does this investment reduce the cost of production in the long run, but
also can be used as revenue generation source by getting patents for new developments.
LMS programme:
• KPTL need to focus on Efficiency, for that company need to enforce LMS to employees
by Motivating employees to use the system & show how advantage the new system to the
prevailing system is.
Ø Give proper recognising to those who have adapt to the new system.
Ø Provide incentives to change to new system.
• From the study it is found out that the reason behind is lack of interest to change to a new
system as most of the employees are working for a longer period & lack of knowledge on
LMS & miss interpretation among employees.
Safety Officer:
• KPTL needs to make sure safety officer are there in plant always to avoid danger or
something worse.
Training calendar:
• Adding trainers' contact information increases effectiveness of the program because

employees can contact them if needed for more details & clarification. In this year's KPTL
training calendar, the contact details of trainers are also included.

Team Building Exercises:
• HODs need to be given Team Building Exercises to manage team. External trainers &
internal trainers can be used to improve the team building quality of HODs & proper
rewards & recognising need to be given to HODs for managing his/her team efficiently.
Exit interviews:
• Exit interviews are taken in company & recorded in knowledge-base of company & it is
available on LMS & its access is given to its requirements to the employee’s requirement.
Errors in documents:
• Company needs to appoint content writer because making grammatical errors in publishing
documents will damage the company credibility.
Skip level meetings:
• Skip level meetings need to be arranged in order to get to know about the actual issues &
to address the lover level employees. That not only gives solutions company will get proper
feedback from the workers or the employees.
Industrial relations:
• Company need to make sure to keep a clarity on its performance & current status to its
employees to irradiate the rumours & it’ll help the IR to negotiate with the employees when
running in loss & it reveals which department need to perform better & who’s performing
good.
Automation of plants:
• Automation of plants & office activities need to be implemented in company so that more
efficiency & productivity can be improved to a higher level.
Environment friendly Disposal of chemical acids
• Acids can be regenerated Hydrochloric acid regeneration or HCL regeneration refers to a

chemical process for the reclamation of bound and unbound HCL from metal chloride
solutions such as hydrochloric acid. It not only reduces the disposal of acid in long run cost
will be less & thus water & soil can be saved.

5.6 Conclusion
The internship at KPTL has taught the whole key process, activities carried out within the
Department of Human Resources. Although people limit human resources to a simple
interpersonal relationship, this internship found that the human resource functions went beyond
what is described in the report. It is the backbone of an organisation and any resulting defect
will be reflected throughout the organisation.

BIBLIOGRAPHY
Books
• Nick Blanchard (2012), Effective Training,, New Delhi, Pearson Education Pvt. Ltd.
• Kapoor , D (2014), Human Resource Management, Taxmann Publications Pvt. Ltd.
• Gary Dessler, (2017), Human Resource Management, Pearson Education Pvt. Ltd.
• Robbins. S.P. (2004), Personal Human Resource Management, New Delhi, Prentice- Hall of
India private limited.
• KPTL internal book for induction program-'Swagat'

• KPTL internal magazine -'Kalp Tarang'
• KPTL internal book for induction program-'Human Resources March 2018'
Website articles
• (2010, July 20) Kalpataru Power Transmission Limited. Retrieved May 06, 2019, from
https://kalpatarupower.com/
• (2009, April 20). Reserve Bank of India. Retrieved May 10, 2019, from https://www.rbi.org.in/
• (2008, February 6). National Industrial Classification | Ministry of Statistics and Program
Implementation | Government of India. Retrieved May 18, 2019, from
http://mospi.nic.in/classification/national-industrial-classification
• Power Sector at a Glance ALL INDIA | Government of India. (n.d.). Retrieved from
https://powermin.nic.in/en/content/power-sector-glance-all-india
• (2010, April 19). India’s Power Sector. Retrieved June 08, 2019, from
https://www.worldbank.org/en/news/feature/2010/04/19/india-power-sector
• (2011, January 1). Tata Power - India’s Largest Integrated Power Company. Retrieved June
18, 2019, from https://www.tatapower.com/
• (2008, September 27). Overview | Power | L&T India. Retrieved June 18, 2019, from
http://www.lntpower.com/about-us/overview/
• (2013, November 10). GMR Group - Energy. Retrieved June 18, 2019, from
https://www.gmrgroup.in/energy/

• (2019, May 30). The Ultimate KRAs for HR Professionals - GroSum Blog. Retrieved June 18,
2019, from https://grosum.com/blog/kras-hr/
• (2017, October 1). 7 Steps to Create Successful Training and Development Programs.
Retrieved July 8, 2019, from https://evoma.com/business-centre/7-steps-to-create-successful-
training-and-development-programs/
https://enincon.com/wp-content/uploads/2018/01/Flyer-Power-Transmission-in-India-
2018.pdf
• (2018, June 1). Top Power Transmission and Distribution Companies in India. Retrieved from
https://www.constructionplacements.com/top-power-transmission-and-distribution-
companies-in-india/
• (2018, December 3). Kalpataru Power Transmission Limited [Photograph]. Retrieved from
https://kalpatarupower.com/

ANNEXURE 1
Mentee questionnaire
Name of mentee:………………………………………..
1. How many Mentoring meetings you had with your Mentor so far? * Mark
only one oval.
0 1 2 3 4 5
2. Your Mentor has been able to identify your strengths & areas of
improvement to give you required guidance? *

Mark only one oval.
Yes
No
3. To what extend is the Mentor been able to provide guidance? * Mark only
one oval.
Very mild
Mild
Moderate
Severe
4. Have you been able to implement the learning that you received from
mentoring in your daily life / professional life?

No, why?
Mark only one oval.
Yes
No
5. Have you shared experience & feedback with your reporting manager?

No, why? :
Mark only one oval.
Yes
No
6. Have your Mentor & Reporting Manager spoken about your progress &
way forward?
No, why?:
Mark only one oval.
Yes
No
7. What is your level of satisfaction post receiving feedback from the
mentor? * Mark only one oval.
Not at all satisfied
Slightly satisfied
Moderately satisfied
Very satisfied
Completely satisfied
8. How supportive is your manager towards the mentoring program? Mark
only one oval.
Not at all satisfied
Moderately satisfied
Very satisfied
Completely satisfied
9. Level of satisfaction on various aspect of mentoring program: * Mark only
one oval per row.

10. Have you updated your manager about your interaction with mentor? *
Mark only one oval.
Yes
No
11. Has Mentor shared /helped you in conveying career feedback to your
manager? Mark only one oval.
Yes
No
12. Are you aware of Mentorship policy of the company? Mark only one oval.
Yes
No
13. Have you been able to complete the assignments, projects or tasks which
are assigned by the Mentor?

Mark only one oval.
Yes
No
14. Is the Mentor being able to provide networking (interactions) ? Mark only
one oval.
Yes
No

15. Is Mentor being able to motivate you to achieve your aspirations/goals?
Mark only one oval.
Yes
No
16. Is Mentor being able to identify your strengths or distinctiveness? Mark
only one oval.
Yes
No
17. Is the Mentor giving guidance on what you can develop for achieving your
goal, tasks or even for the overall development? Mark only one oval.
Yes
No
18. Was the Mentor been able to figure out your potential & give suggestions
for improvement? Mark only one oval.
Yes
No
19. How do you rate the overall effectiveness of mentoring program? * Mark
only one oval.
1 2 3 4 5
20. Your perception about KPTL'S initiative on mentoring? *

Mentor questionnaire
Name of mentee:………………………………………..

1. Was the mentoring session able to fulfil the objectives as laid out by the company policy? *
Mark only one oval.
Able to meet objectives
Able to partially meet objectives
Does not meet objectives
2. How do you rate the responses from mentee towards the mentoring program? * Mark only
one oval.
Full Interest
Partial Interest
Not at all interested
3. Do you believe that the session will result in identification of critical talents, and that would
help in talent management? * Mark only one oval.
Yes
No
4. Do you believe that the mentoring session had resulted in building a good relationship with
mentor and mentee, so that, the mentor is able to guide the mentee to his/her full potential,
as desired and expected? * Mark only one oval.
Yes
No
5. Do you believe that the objectives set was achieved? * Mark only one oval.
Yes
No

6. Was your protege/mentee comfortable in sharing concerns and asked relevant questions
regarding his career improvement? * Mark only one oval.
Yes
No
7. How fruitful do you think is to continue the mentor-mentee relationship beyond formal
process? * Mark only one oval.
1 2 3 4 5
8. How far do you think the gap analysis of skill set expected out of the employees are identified?
* Mark only one oval.
Yes
No
9. How was the mentor-mentee pair selected? * Mark only one oval.
Technical
Volunteer
Experience
Randomly
10. Do you believe that the mentoring session would act as a good platform for grievance
handling? * Mark only one oval.
Yes
No
Maybe

11. Did you experience any difficulties or challenges in conducting the mentoring session? *
If Yes, explain:
Mark only one oval.
Yes
No
12. Do you believe that, the integration or recognition of the mentoring program in organisation
improved efficiency? * Mark only one oval.
Strongly disagree
Disagree
Neutral
Agree
Strongly Agree
13. Level of commitment towards the mentoring program by mentee? * Mark only one oval.
1 2 3 4 5
14. Is Mentee being open about their goals , expectations & concern that they are having? * Mark
only one oval.
Yes
No
15. Is Mentee implementing the skills/knowledge that they achieved/acquired on the job? *
If No, why? :
Mark only one oval.
Yes
No

16. Improves mentee’s confidence in their ability to execute the task at hand improved after the
mentoring session? * Mark only one oval.
yes
No
17. How do you rate the program overall? * Mark only one oval.
1 2 3 4 5

MONDAY MOTIVATIONS
Mr. S. Mukherjee
President & CEO, Infrastructure Division
Walk the talk but do not talk to the walls

because all (walls) may not understand,
So understand nature and then nurture.
Make a sensitive & sensible team

that is responsive and responsible;
It makes the progress smooth.
BUSINESS ETHICS
Human intelligence, human approach and human will be some of the qualities, which would
ultimately lead anyone towards victory. Despite this fact, there are some ethical values, which
should be incorporate in one’s life, be it professional or personal. Mr. Mukherjee, the stalwart
of KPTL has made things possible and has really cracked a hard nut by bagging the project,
which was not anyone’s cup of tea. Employees are our principal asset; empowering &
encouraging them to take decisions without fear, helping them to evolve through development
of their core competencies, providing them necessary support and guidance has been his
MANTRA.
• Keep people Motivated. This is possible with selection of people with right skills and mind-
set. Frustrated people spoil the working environment.
• Ensure high degree of commitment; never be unfair to the people and do not allow anybody
to do so. Fulfil promises made to the team members and win their trust
Never compromise on discipline but if there is a genuine and practical requirement at the
project site, go out of the way to help people.
• When you enjoy high credibility, you will get support from all corners – your team –
colleagues, peers and superiors.

FUNDA’S WHICH REALLY WORKED
Do not steal other’s credit. If you take credit of others, eventually they will come to know.
They may stay around but would not give their best.
- Do not keep people in dark; give them transparent feedback. When self-assessment of a team
member (as appraise) is wrong, you need to explain at the time of Performance Appraisal.
Give reason, show right ways. “In positive criticism, purpose is not humiliation; the objective
is to make people succeed.
If people fail, the leader is bound to fail. If people succeed, leader is bound to succeed. “- Do
not indulge in back-biting; do not allow anybody to do so.
- Never allow dishonesty; take quick and immediate actions in matters related to integrity.
Experience sharing: Guideline for International Projects:
• On personal front, one should never go out to any isolated area post darkness, especially in
the African Countries.
• Post award, the team must clearly understand its contractual obligations; be it technical,
commercial or contract related. Such obligations should be fulfil thoroughly without cutting
any corners on quality and/or safety fronts.
• “Do not take customer for a ride.” At the same time, ensure that he also fulfils his obligations.
Guru Mantra:
• It is not a sin to fail; it is sin not to try for fear of failing. It is sin not to learn from the mistakes.
“Failures are but pillars of success.” If we do not repeat the mistakes and learn from it, success
will knock on our door.
• An advice to the youngsters, “Go in detail, make your hands dirty, be passionate, and be
strong enough to speak your mind.”
• An advice to the colleagues, “Be honest in your approach, have open mind, be a good listener,
evaluate objectively and above all develop a positive and proactive attitude.”

MONDAY MOTIVATIONS
TEAM SPIRIT AND STRATEGIC THINKING
Panvel - Dabhol 73 Kms. Pipeline Project in year 2006-07
Mr. Gyan Prakash

President & CEO, Infrastructure Division
It is always said that united we stand divided we fall. Similar is the case of Mr. Gyan Prakash
who led the fight from the forefront by subduing the challenges and by setting a real example
of team spirit and strategic planning.
FEW CHALLENGES
1. Winning the project was itself one of the biggest challenges in this cutthroat
competition.
2. Company’s limitations in terms of availability of equipment, tools, tackles, and
dependence on external agencies
3. Entire area of pipeline route was full of challenges from various angles:
• Politically highly sensitive
• Full of undulating rocky terrain in Western Ghats
• With several rocky bed rivers
• With Steep slope infested mountains
• Two major rivers with rocky bed were to be crossed using Horizontal
Directional Drilling (HDD)
• The Company was not having large diameter pipeline equipment
• The team was dependent on sub-contractors for HDD of rocky rivers
• The team was dependent on specialised rock blasting agencies for trenching in
rocky terrain

OVERCOMING
1. The team managed to create a façade of higher price than what was actually quoted to
mislead the competitor; the idea worked and the contract was won with reasonably good
margin. The challenges in execution were overcome.
2. The Mumbai based experienced team carried out an extensive planning for the project
and thereafter, monitored each activity with high amount of alertness.
Learnings:
Whatsoever be the situation, if everyone is moving forward together, and then success takes
care of itself.
Strategically planning the things is nothing but bringing the future into the present so that you
can do something about it now, as it was strategic and planned approach, which ultimately
helped Mr. Prakash in winning and executing the project.

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Chapter 1

Kalpataru Power Transmission Limited is an engineering, procurement and construction (EPC)

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1.2 Scope of Study

1.3 Period of Study

1.4 Objectives of the study

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2.1.1 Region-wise Outlook

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2.1.2 Current Scenario

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2.1.3 Market Size

2.1.4 Investment Scenario

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2.1.5 Government Initiatives

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2.2 Type of Companies

Short Medium Long

Figure 1: Source: Internal magazine - Kalp Tarang

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2.3 Business Model in Industry.

Figure 2: Source: Internal magazine - Kalp Tarang

The business is to achieve customer satisfaction through, improved effectiveness in making

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The Different Types of Auctions

3. Sealed Bid Auction

Sealed Bid Auction

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Tender according to their Sector

a. Government Sector Tender

Tender according to its boundary

Tenders according to stage

a. Single Stage Tendering

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Step 4: Completion of the Project.

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Energy Generation from

2009-10 771.551 6.6

2010-11 811.143 5.56

2011-12 876.887 8.11

2012-13 912.056 4.01

2013-14 967.150 6.04

2014-15 1048.673 8.43

2015-16 1107.822 5.64

2016-17 1160.141 4.72

2017-18 1206.306 3.98

2018-19* 1141.988 3.77

Source: Ministry of Power (*Up to February 2019)

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2.6 Contribution to the country

Table 2: Sector wise Classification of the power generated

Sector Mega Watts (MW) % of Total

State Sector 84,637 24.2%

Central Sector 104,039 29.7%

Private Sector 161,487 46.1%

Total 3,50,162 100%

Source: Ministry of Power (*Up to February 2019)

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2.6.1 Classification of power generated as per the fuel used

Total Thermal 2,22,927 63.7%

Coal 1,91,093 54.6%

Lignite 6,260 1.8%

Gas 24,937 7.1%